MEDTRONIC

2016
INTEGRATED
PERFORMANCE
REPORT
BUSINESS
GROWTH $28.8 $3.5 FY2016
BILLION BILLION HIGHLIGHTS
in revenue in net earnings

WORKING
7th 64,800
NON-REGULATED WASTE DOWN

RESPONSIBLY
CONSECUTIVE YEAR
16% per unit of revenue
from 2013
EMPLOYEE HOURS
receiving a perfect score on GHG EMISSIONS DOWN volunteered through Project 6
the Human Rights Campaign
Corporate Equality Index 20% per unit of revenue
from 2013

VALUE TO
SOCIETY
7.7%
OF TOTAL SALES
60,000
MEDICAL
$114.6
MILLION
invested in research PROFESSIONALS in philanthropic giving
and development received training on
the newest technologies
and treatments
CEO Letter 4
Leadership in the New Healthcare Era 4
Company Overview 5
About Our Company 5
Organizational Profile 5
Scope of Report 6
Sustainability Risks and Opportunities 7
Our Material Issues 7
Sustainability Management 7
Reducing Sustainability Risk 8
Creating Opportunities 9
Economic Contributions to Society 10
Financial Performance 10
Operating Costs 12
Acquisitions and Investments 13
Divestitures 14
Taxes 14
Financial Assistance 14
Return to Shareholders 14
Philanthropy 14
Non-GAAP Financial Measures 16
VALUE TO SOCIETY: OUR PRIORITIES 19
Access 20
Therapy Innovation 20
Economic Value 21
Globalization 22
Product Quality 25
Responsibility and Quality 25
Maintaining Quality Facilities 26
Product Use and Performance 26
Customer Feedback 28
Clinical Trials 28
Animal Research 29
Product Stewardship 30
Our Approach 30
Responsible Sourcing 32
Supplier Quality Management 32
Responsible Supply Management 33
Supplier Diversity 33
Ethics in Sales and Marketing 35
Ethical Business Conduct 35
Customer and Product Security 37
WORKING RESPONSIBLY: OUR COMPANY 38
Governance and Engagement 39
Corporate Governance 39
Ethical Workplace 39
Public Policy 41
Stakeholder Engagement 41
Operations 42
Our Environmental, Health, Safety, and Sustainability Approach 42
Operational Footprint 43
Energy Use and GHG Emissions 43
Managing Waste 44
Water 45
Employees 46
Global Workforce 46
Investing in Our Workforce 46
Employee Engagement 47
Inclusion and Diversity 47
Employee Compensation 48
Safety and Wellness 48
Data Summary 49
About this Report 52
Medtronic 2016 Integration Index 53
CEO LETTER
LEADERSHIP IN THE NEW HEALTHCARE ERA
Healthcare is at a crossroads. Our industry faces intense clinical and
economic challenges that include an aging global population, rising
incidence of chronic disease, inefficient healthcare delivery, complex
regulatory systems, and fragmented fee-for-service payment models.
These challenges require new approaches and creative collaboration as
we pursue better healthcare delivery and improved patient outcomes
for more people.
Medtronic is leading this evolution with a transformative business strategy
to advance global healthcare. Our approach combines meaningful
innovation in therapies, products, and systems; with value-based, cost-
efficient healthcare models; and technologies and partnerships that open
the door to quality care for more people around the world.
I am excited to report that in FY2016 this strategy has produced
significant results. More than 65 million people benefited from Medtronic
technologies two every second as we helped our customers deliver
more seamless, integrated care for patients across the healthcare
continuum. In particular, the full integration of Covidien acquired in late
FY2015 has greatly expanded our global reach and impact. Further, we
expanded our leadership in Value-based Healthcare, with a goal of sharing
accountability for costs and improved patient outcomes. Additionally, in
FY2016 Medtronic:
Delivered strong financial results, with $28.8 billion in revenue and
$3.5 billion in net earnings.
Invested $2.2 billion in research and development (R&D), representing
7.7 percent of net sales.
Donated more than 2 percent of pre-tax profits $114.6 million
to charitable causes.
Supported Hub & Spoke healthcare delivery models with an investment
in Abraaj Groups Growth Markets Health Fund (GMHF). GMHF will
purchase and build hub hospitals in several emerging markets, including
Bangladesh, Ethiopia, Ghana, India, Kenya, Nigeria, and Pakistan,
expanding access to specialists for millions of patients.
Extended our lifesaving HeartRescue Project into China and India, and
expanded the U.S. program nationally as the HeartRescue Consortium.
Increased healthcare capacity and access by investing more than
$152 million in training for approximately 60,000 medical professionals.
Progressed to meet our goal to reduce operational energy use
and greenhouse gas emissions by 15 percent by 2020 from a
FY2013 baseline.
Launched a Responsible Supply Management function to support
socially and environmentally responsible business practices from
our suppliers.
Reflecting our focus on reshaping Medtronic for a new healthcare era,
this annual integrated report is organized primarily around our most
material sustainability issues. These are global access to healthcare,
product quality, product stewardship, responsible sourcing, and ethics
in sales and marketing.
For more than half a century, Medtronic has operated with a clear,
compelling Mission: to alleviate pain, restore health, and extend life.
We believe that access to quality healthcare is a fundamental right of all
people around the world. We believe that continuously improving clinical
outcomes through innovation will present virtually limitless opportunities
to extend our Mission. Each day we challenge ourselves to make this a
reality for more people.
Im incredibly proud of our performance in FY2016 and even more excited
about our future as we continue to challenge the status quo. In my five
years with Medtronic, I see our value as a company, and our business
performance, tied more closely than ever to our citizenship impact.
Omar Ishrak
Chairman and Chief Executive Officer
CEO Letter | 4
COMPANY
OVERVIEW

ABOUT OUR COMPANY MEDTRONIC OPERATING SEGMENTS:

Medtronic is among the worlds largest medical technology, services, FY2016 TOTAL SALES AND BUSINESS DIVISIONS
and solutions companies alleviating pain, restoring health, and
extending life for millions of people around the world. Founded more
than 60 years ago, today we serve hospitals, physicians, clinicians, and Total net sales $28.8 billion
patients in approximately 160 countries. Our therapies improve the
lives of two people every second.
CARDIAC AND MINIMALLY INVASIVE
Our purpose is to transform healthcare by creating meaningful
innovation, expanding global access to therapies, aligning value, and
VASCULAR GROUP THERAPIES GROUP
being a trusted partner. Our three strategic priorities are: FY2016 net sales of $10.2 billion FY2016 net sales of $9.6 billion

Therapy innovation (see Access for more information) Cardiac Rhythm Surgical Solutions
and Heart Failure Patient Monitoring
Globalization Coronary and and Recovery
Economic value (see Economic Contributions to Society Structural Heart
for more information) Aortic and
Peripheral Vascular
MEDTRONIC, FY2016 SNAPSHOT
Number of Employees 88,000+
Number of Countries in Which We Operate Approximately 160
Number of Locations 480
RESTORATIVE DIABETES
THERAPIES GROUP GROUP
Research and Development Spend $2.2 billion FY2016 net sales of $7.2 billion
FY2016 net sales of $1.8 billion
Number of Patents 45,000+ Spine
Intensive Insulin
Patients Served 65 million+ Neuromodulation Management
Surgical Technologies Non-Intensive
Neurovascular Diabetes Therapies
ORGANIZATIONAL PROFILE Diabetes Service
Medtronic is a global healthcare player with four operating segments and Solutions
the Cardiac and Vascular Group, Minimally Invasive Therapies Group,
Restorative Therapies Group, and Diabetes Group. Each segment is
divided into business divisions that deliver a wide range of medical
technologies, therapies, services, and solutions.

Company Overview | 5
 Greater China
$1,495 (5%)
Asia Pacic
$3,060 (11%)
FY2016 NET SALES TO EXTERNAL CUSTOMERS BY REGION SCOPE OF REPORT
($ MILLIONS) This is our third annual integrated report. It covers our global
operations for the fiscal year ended Apr. 29, 2016 (FY2016), and,
Total net sales: $28,833 Greater China for the first time, incorporates annual data from Covidien, acquired
$1,495 (5%)
in FY2015. The FY2016 report is organized around our most material
Asia Pacic issues, summarized in Sustainability Risks and Opportunities
Europe,
$3,060 (11%)
Middle East, and covered extensively throughout the report, GRI Supplement,
and Africa Americas
$6,700 (23%) and website.
$17,578 (61%)

Europe,
Middle East,
and Africa Americas
$6,700 (23%) $17,578 (61%)

FY2016 NET PROPERTY, PLANT, AND EQUIPMENT (PPE) BY REGION

($ MILLIONS)

Total net PPE: $4,841

Asia Pacic GreaterChina

Greater China
$220 (5%) $185 (4%)
$1,495 (5%)

Europe,
Europe,
Middle
Middle East,
and
and Africa
Africa
$708 (14%)
$6,700 (23%)

Asia Pacic Greater China

$220 (5%) $185 (4%)

Europe,
Middle East,
and Africa
$708 (14%) Americas
Americas
$3,728 (77%)
$17,578 (61%)

Americas Company Overview | 6

$3,728 (77%)
SUSTAINABILITY
RISKS AND OPPORTUNITIES
As a global leader in medical technology, our business generates
significant benefits for society. In addition to pursuing our Mission to
alleviate pain, restore health, and extend life, we embrace and act on
our social and environmental responsibilities. We proactively manage
risks to our operations and reputation, and capitalize on opportunities
through the integration of sustainability into our business strategy.
OUR MATERIAL ISSUES
We aim to understand, and act on, the issues most important to
our stakeholders and our business. In FY2014, we consulted internal
and external stakeholders including healthcare providers, policy
makers, and investors to identify our material issues. In May 2016,
our Sustainability Steering Committee reviewed the proposed strategy
for continuous improvement of our five priority sustainability issues.
Our most material sustainability issues are:
Access to Care: working with health systems around the world,
sharing technologies, services, resources, and expertise to help
remove barriers to affordable treatment of chronic diseases.
Product Quality: ensuring that our products and services clearly
comply with the highest standards of safety and reliability.
Product Stewardship: minimizing the lifecycle footprint of our
products and packaging through design innovation.
Responsible Sourcing: collaborating with our supply chain to
develop long-term relationships that enhance product quality,
worker rights, and environmental protection.
Ethics in Sales and Marketing: leading our industry as a trusted
partner with a commitment to ensure responsible business
practices in relation to the marketing, communication, and
promotion of our products and services.
We have identified the following as additional material sustainability
issues: corporate governance, device security, financial strength,
philanthropy, post-market surveillance, stakeholder engagement,
talent, and trial data. Our efforts in all material areas are addressed
within this report, in our GRI Supplement, or on our website.
SUSTAINABILITY MANAGEMENT
Sustainability is integrated into our daily operations. Individual functional
groups are responsible for managing critical sustainability topics,
monitoring external trends for opportunities to improve sustainability
performance, and establishing stronger metrics, goals, and targets. These
groups include: Environmental, Health, Safety, and Sustainability (EHS&S);
Ethics and Compliance; Global Communications; Global Quality; Global
Strategy; Human Resources; Investor Relations; Legal and Regulatory;
Philanthropy; and Procurement.
In late FY2016, we committed to a plan to form the Medtronic Sustainability
Steering Committee (SSC) comprising an Executive Champion and 10
members from business functions across our company. The committee
launched in fiscal year 2017 and will continue to meet at least three
times per year. The committee is responsible for sustainability oversight
at Medtronic and develops strategic plans related to sustainability
performance, risk, engagement and disclosure, and recognition.
Sustainability Risks and Opportunities | 7
REDUCING SUSTAINABILITY RISK
Our management of sustainability issues supports our overall risk
management strategy.
The table below outlines our main sustainability risks and how we
manage them. These risks are subsets of the risk factors included
in our periodic reports filed with the U.S. Securities and Exchange
Commission (including forms 10-K and 10-Q). We encourage readers
to review these reports for more information on risks to our business
and operations. We cannot guarantee that even the most exhaustive
efforts will fully mitigate or prevent impact on our business success.
SUSTAINABILITY HOW WE MANAGE RISK
RISK AREA
Reputational The Medtronic Office of Ethics and Compliance trains
damage from employees to comply with our Code of Conduct. With
unethical behavior this and additional job-specific compliance training,
employees are made aware of our expectations for ethical
and compliant behavior, which mitigates corruption and
intentional misconduct.
Failure to meet We work to design our quality, access, environmental,
customer labor practices, and responsible supply management
sustainability programs to meet or exceed all customer product and
requirements service requirements.
Changing ethical, Our Government Affairs and EHS&S groups monitor
social, and relevant regulations in global markets. We often engage
environmental industry organizations and regulators to educate them
regulations about our industry and prepare them for potential and
pending regulation. We partner with our corporate legal
attorneys and paralegals to ensure compliance with
applicable laws and regulations.
Medtronic is also putting in place a monitoring program
for human rights and labor standards regulations across
global markets.
Increasing We have seen increasing expectations for stewardship
costs from end over the full lifecycle of our products and packaging,
of product life including product end-of-life solutions. To address these
obligations issues, Medtronic has incorporated environmental criteria
into the early stages of its product development protocol
and into changes made to the product throughout its
lifecycle. We are implementing training for engineers on
how to perform materials of concern assessments, and are
building a Sustainable Technologies business to increase
product reprocessing where appropriate.
Ensuring business continuity
Unexpected events can have an impact on our business. Our Business
Continuity Management program proactively addresses potential
disruptions to our operations or supply chain. Key areas of focus are:
Business continuity planning: strategies to ensure that we can
continue to operate and meet demand in adverse circumstances.
IT response and recovery: plans designed to respond to failures
in technology and recover the infrastructure that supports
business continuity.
Emergency response: actions to ensure health and safety,
safeguard physical structures, and minimize environmental impact.
Crisis management and mobilization: coordination of our
responses to crises.
Our crisis management teams follow a protocol to effectively
manage issues and synchronize responses across the business.
The Corporate Crisis team provides regular updates to the Executive
Committee, ensuring that crisis strategies and protocols are executed
appropriately. For issues with potentially significant business impacts,
the Medtronic Global Command Center is notified, and our Corporate
Crisis Filter team determines the appropriate level of response.
Risk profile of Value-based Healthcare
We believe that the current healthcare system is not sustainable,
and needs to be transformed to improve patient outcomes and
control rising healthcare costs. Medtronic accepts and supports that
healthcare system leaders around the world will, in fact, implement
Value-based Healthcare (VBHC) delivery and payment systems,
whereby they make payment for our products and services contingent
upon their ability to improve patient outcomes relative to their cost.
As the largest medical device company in the world, Medtronic has
a unique role to play in ensuring that technology and innovation are
leveraged to their fullest as we evolve in the shift to VBHC. To achieve
that goal and fulfill our Mission, we are actively partnering to help lead
this transformation. For more information about our VBHC strategy
and approach, see Economic Value.
Sustainability Risks and Opportunities | 8
CREATING OPPORTUNITIES Meeting customer expectations
Our sustainability programs complement our business objectives, Our healthcare customers seek business partners that align with their
improving operational efficiency, deepening relationships with values and support their own sustainability and citizenship programs.
customers, supporting new business, and enhancing investor relations. Often, new business proposals include scrutiny of our sustainability
credentials. To remain a partner of choice, we aim to excel in
Driving business efficiency environmental and ethical performance.
Our 2020 sustainability targets reduce our operating costs for energy,
water, and waste disposal while generating clear environmental Responding to investors
benefits. In FY2016, we met or surpassed four of our five goals. Strong sustainability performance signals forward-looking management
Progress in FY2016 is shown below and in Operations. and proactive risk mitigation to investors. Medtronic is listed in the
Dow Jones Sustainability Index (DJSI) investor ranking and satisfies
2020 ENVIRONMENTAL PERFORMANCE GOALS* criteria for inclusion in the FTSE4Good Index. We also submit
environmental sustainability data to the CDP.
2020 TARGET (VS. A 2013 BASELINE) PROGRESS (% CHANGE
FY2013 TO FY2016) In response to shareholder requests, the Company is developing a Global
Reduce Non-Regulated Waste per Unit of -16% Human Rights and Labor Standards Policy and will also begin to report on
Revenue by 15%. the percentage of significant suppliers that issue sustainability reports.
For more information, please see Responsible Sourcing.
Reduce Regulated Waste per Unit of +12%**
Revenue by 10%.
Reduce Energy Use per Unit of Revenue by 15%. -17%
Reduce Greenhouse Gas Emissions per Unit of -20%
Revenue by 15%.
Reduce Water Use per Unit of Revenue by 10%. -15%
*All percentage reduction goals are based on a FY2013 baseline year recalculated to account
for Covidien acquisition in FY2015.
**Medtronic will identify and target specific processes and waste streams in a concerted
effort to reduce regulated waste in line with our 2020 goal. See Operations.

We are working to achieve $3.0 billion in cost savings across our

global portfolio by FY2021. In FY2016, we achieved approximately
$400 million in cost savings through streamlined sourcing and
manufacturing processes and developments in product design that
reduce costs and improve performance. In addition, we renegotiated
supplier contracts, identified alternate vendors, consolidated and
optimized our manufacturing plants, and upgraded product design
to increase manufacturing efficiency.

Sustainability Risks and Opportunities | 9

ECONOMIC CONTRIBUTIONS
TO SOCIETY

All non-GAAP financial As we pursue our growth strategies of therapy innovation, globalization, and economic value, we ensure that our
measures referenced actions and decisions are financially sound. A financially strong Medtronic benefits the public and private sectors by
throughout this report are providing new jobs, infrastructure investments, shareholder returns, and taxes. We also make strategic community
identified as non-GAAP investments that strengthen the capabilities of healthcare providers, advocate for policy reform, support patient
measures. For reconciliation
empowerment, and expand access to products and therapies. We focus our philanthropy on underserved
of each non-GAAP measure to
communities and those affected by natural disasters as we seek to make the world a healthier place for everyone.
the most directly comparable
measure determined using U.S.
GAAP, please see the section
FINANCIAL PERFORMANCE
titled Non-GAAP Financial Our financial planning and decision making is driven by three baseline goals:
Measures starting on page 16. 1. Revenue growth: Deliver consistent mid-single digit non-GAAP constant currency revenue growth.
2. Earnings per share: Achieve double-digit non-GAAP constant currency earnings per share (EPS) growth.
3. Free cash flow: Return a minimum of 50 percent of free cash flow, a non-GAAP measure, to shareholders.
FINANCIAL PERFORMANCE SUMMARY ($ MILLIONS EXCEPT PERCENT AND PER SHARE DATA)
FY2012 FY2013 FY2014 FY2015* FY2016
Net Sales (Total) $16,184 $16,590 $17,005 $20,261 $28,833
Net Sales (U.S.) $8,828 $9,095 $9,247 $11,305 $16,422
Net Sales (Non-U.S. Developed) $5,690 $5,634 $5,652 $6,372 $8,708
Net Sales (Emerging Markets) $1,666 $1,861 $2,106 $2,584 $3,703
Net Earnings $3,617 $3,467 $3,065 $2,675 $3,538
Net Sales (Total) Growth 4.4% 2.5% 2.5% 19.2% 42.3%
Additions to Property, Plant, and Equipment $484 $457 $396 $571 $1,046
Free Cash Flow (non-GAAP)** $3,986 $4,485 $4,563 $4,331 $4,172
Net Repurchase of Common Stock (net of issuances) $1,126*** $980 $1,246 $1,271 $2,339
Dividends to Shareholders $1,021 $1,055 $1,116 $1,337 $2,139
Dividends per Share $0.97 $1.04 $1.12 $1.22 $1.52
Research and Development Expense $1,490 $1,557 $1,477 $1,640 $2,224
*FY2015 based on Medtronic fiscal year as reported and reflects the one-quarter contribution of the Covidien transaction which closed on Jan. 26, 2015.
**Represents a non-GAAP financial measure. For reconciliation to the most comparable U.S. GAAP measure, see Non-GAAP Financial Measures starting on page 16.
***Excluding $218M of proceeds from Physio-Control used for repurchases.

Economic Contributions to Society | 10

 FY2012*
4%
Revenue growth Earnings per share

FY2013*
Our revenue growth strategy relies on an unmatched pipeline of
products and attractive, diversified markets. We believe emerging
markets represent a long-term source of revenue growth for the
company. To accelerate emerging market growth, we are focusing on
public and private partnerships and on optimization of distribution
Our FY2016 net earnings as reported were approximately $3.5 billion,
3%
or $6.2 billion on a non-GAAP basis. Our diluted earnings per share
(EPS) were $2.48 as reported, or $4.37 on a non-GAAP basis.
In FY2016, Medtronic achieved our EPS goal, which grew 780 basis

FY2014
channels. In FY2016, revenue in emerging markets grew 43 percent 3%
points faster than revenue on a non-GAAP, constant currency basis.
as reported, or 13 percent on a non-GAAP comparable, constant Free cash flow, a non-GAAP measure
currency basis. Our strong cash position enables us to make investments in

FY2015**
capabilities and capital investments while continuing to return value to
In FY2016, our annual revenue (net sales) increased 42 percent as
reported, or 7 percent on a non-GAAP comparable, constant currency 19%
shareholders via dividends and stock repurchases. Changes in foreign
basis, in line with our baseline goal. currency rates during FY2016 affected the reported value of our foreign
currency revenues and cash flows.

FY2016
Medtronic had $4.2 billion in free cash flow (non-GAAP) in FY2016,Revenue Growth
Revenue Growth
and returned $4.5 billion to shareholders, for a return of free cash flow42%
(as reported)
(non-GAAP) percentage of 107 percent. See Return to Shareholders
for more information.

0 5000 10000 15000 20000 25000 30000

($ millions)
NET SALES BY Cardiac and Vascular Restorative Therapies
FY2012*

4% OPERATING SEGMENT
AND BUSINESS
Cardiac Rhythm and Heart Failure Spine

($ MILLIONS)
Coronary and Structural Heart Neuromodulation
FY2013*

3% Aortic and Peripheral Vascular Surgical Technologies

FY2014

3% Minimally Invasive Therapies Neurovascular

Surgical Solutions
Diabetes
FY2015**

19% Patient Monitoring

and Recovery
Diabetes
FY2016

*In the first quarter of fiscal year 2014, the Company amended the way in which management
42%
Revenue Growth
(as reported) evaluates performance and allocates resources for the Diabetes business, including separating the
Diabetes business from the Restorative Therapies Group. Accordingly, the segment information for
FY2012 and FY2013 has been realigned to present comparable segment information.
**FY2015 based on Medtronic fiscal year as reported and reflects the one-quarter contribution of
the Covidien transaction that closed on Jan. 26, 2015.
0 5000 10000 15000 20000 25000 30000
($ millions)
Cardiac and Vascular Restorative Therapies Economic Contributions to Society | 11
Cardiac Rhythm and Heart Failure Spine
 MEDTRONIC EXPENSES ($ MILLIONS) OPERATING COSTS
Around the world, communities benefit from our operating expenses,
including salaries and wages; research and development (R&D) outlays;
selling, general, and administrative expenses; and income taxes.
FY2012

Compensation and wages

We contribute to local communities through wages and benefits paid to
FY2013

more than 88,000 employees in approximately 160 countries. In both

developed and emerging markets, we are growing our manufacturing,
commercial, and R&D operations. We also invest in hiring and developing
FY2014

local talent, creating jobs that benefit local economies.

We spent $8.1 billion on total compensation last year, including
$4.6 billion in direct salary and wages, and an additional $584 million in
FY2015* FY2016

retirement benefits.
EMPLOYEE COMPENSATION ($ MILLIONS)*
FY2012 FY2013 FY2014 FY2015*** FY2016****
Total $5,045 $5,322 $5,376 $5,614 $8,057
Compensation**

0 5000 10000 15000 20000 25000 30000

Salary and Wages $2,864 $2,948 $3,051 $3,169 $4,634
($ millions) Retirement $319 $419 $419 $433 $584
Benefit Plans
*All amounts are based on actual exchange rate.
**Total Compensation includes salary and wages, incentives, overtime, severance pay, payroll
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*FY2015 based on Medtronic fiscal year as reported and reflects the partial year contribution of
the Covidien transaction that closed on Jan. 26, 2015.

Economic Contributions to Society | 12

ACQUISITIONS AND INVESTMENTS
Beyond investing in market and product development, we seek
opportunities to strategically grow our business and cultivate our
role as a healthcare leader through acquisitions and investments.
Acquisitions
We make acquisitions that bring new technology, strategic skills,
capabilities, and expertise to Medtronic and align with our strategy to
provide a broad range of therapies to restore patients health and extend
lives through positive clinical outcomes. We target firms that support
our core growth strategies therapy innovation, economic value, and
globalization and will produce strong financial returns. Specifically, we
look for acquisitions that will deliver mid-teens risk-adjusted returns, result
in minimal to no net EPS dilution for shareholders, and demonstrate clear
economic value to our business. Select acquisitions in FY2016 included:
Twelve, Inc.: On Oct. 2, 2015, the Companys Coronary & Structural
Heart division acquired Twelve, Inc., a privately held medical device
company focused on the development of a transcatheter mitral valve
replacement device. Total consideration for the transaction was
approximately $472 million, which included an upfront payment of $428
million and the estimated fair value of product development-based
contingent consideration of $44 million. Based upon the acquisition
valuation, the company acquired $192 million of in-process research
and development (IPR&D) and $291 million of goodwill.
RF Surgical Systems, Inc.: On Aug. 11, 2015, the companys Surgical
Solutions division acquired RF Surgical Systems, Inc., a medical device
company focused on the detection and prevention of retained surgical
sponges. Total consideration for the transaction was approximately
$240 million. Based upon the acquisition valuation, the company
acquired $68 million of technology-based intangible assets, $47 million
of customer-related intangible assets, with estimated useful lives of 18
and 16 years, respectively, and $135 million of goodwill.
Medina Medical: On Aug. 31, 2015, the companys Neurovascular
division acquired Medina Medical, a privately held medical device
company focused on commercializing treatments for vascular
abnormalities of the brain, including cerebral aneurysms. Total
consideration for the transaction was approximately $219 million, which
includes an upfront payment of $155 million and the estimated fair
value of revenue-based and product development-based contingent
consideration of $64 million. Medtronic had previously invested
in Medina and held an 11 percent ownership position. Net of this
ownership position, the transaction value was approximately
$195 million. Based upon the acquisition valuation, the company
acquired $122 million of IPR&D and $126 million of goodwill.
Investments
Within our existing business, we invest in infrastructure, capabilities, and
initiatives that accelerate our pace and breadth of innovation, creating
competitive advantage and greater benefit for patients. Examples of these
investments in FY2016 included:
Panama Technical Service Training Center: At this training center,
hospital biomedical technicians and engineers from across the region
will learn how to correctly repair and maintain Medtronic technologies.
Training will be more cost-effective and impactful for customers, with
instruction provided in their native language.
Pointe-Claire facility: Investment underway will consolidate production
operations of the Medtronic CryoCath facility in Montreal, Canada,
and make it a global center of excellence. The site will house the
companys production and R&D operations along with catheter
treatment teaching activities.
IN.PACT Admiral drug-coated balloon manufacturing facility: A
new manufacturing facility in Galway, Ireland, that will manufacture this
market-leading product for the treatment of peripheral artery disease.
The investment typifies the kind of manufacturing project Medtronic
is looking to develop in Ireland providing highly skilled jobs to
manufacture innovative products for sale in global markets.
We also invest in early-stage startups whose innovative solutions have
groundbreaking potential to improve lives. For example:
In partnership with Sequoia Capital, Medtronic is setting up a China-
based fund dedicated to medical sector early-stage investments.
The initial fund is worth $60 million, which is likely to be invested in
local technology and services that have export potential. The fund will
also provide financing to commercialize suitable overseas technology
within China.
FIRE1, a Dublin-based startup originating from The Foundry, a medical
device incubator, secured Series B financing, including from existing
investors Lightstone Ventures and New Enterprise Associates, as well
as Medtronic.
Economic Contributions to Society | 13
DIVESTITURES PHILANTHROPY ($ MILLIONS)
When appropriate, divestitures provide the opportunity to refocus FY2012 FY2013 FY2014 FY2015* FY2016
our business activities and product and therapy portfolio on our
Medtronic $32.9 $33.7 $28.2 $47.0 $48.2
strategic priorities.
Foundation Giving
TAXES Corporate Cash $22.3 $21.7 $27.7 $31.3 $49.6
In part, we generate value for the communities and countries where we Contributions**
operate through the taxes we pay. This includes income, real estate sales Product Donations** $7.8 $9.0 $11.1 $11.5 $16.8
and use, payroll, excise, and value-added taxes. In FY2016, we had
$798 million in income tax provisions, resulting in a 15.8 percent non- Philanthropic Contributions 1.5% 1.5% 1.5% 1.9% 2.3%
GAAP nominal tax rate, including a global effective rate of 18.4 percent. as a percentage of Global
Pre-Tax Profits (%)
FINANCIAL ASSISTANCE *FY2015 does not include legacy Covidien data.
**The significant increase in corporate cash contributions and product donations from FY2015
Stakeholder groups, including government agencies, occasionally provide to FY2016 is the result of the Covidien integration.
Medtronic with financial incentives in order to attract and support long-
term investments in their geographies or for disease states that align with Medtronic Foundation Global health programs
our business strategy. Incentives include tax relief and tax credits, grants, The Medtronic Foundation devotes a large portion of its philanthropic
and other direct incentives including subsidies, benefits, and awards. support to address the lack of access to adequate healthcare for
underserved populations. These global health programs go beyond financial
RETURN TO SHAREHOLDERS support to establish sustainable healthcare solutions in communities around
One of our financial goals is to return 50 percent of our free cash flow the world. They collaborate with local and global partners to overcome
(non-GAAP) to shareholders through dividends and share buybacks. In systemic obstacles in healthcare systems and address gaps in the patient
FY2016, we had $4.2 billion in free cash flow (non-GAAP) and returned continuum of care. FY2016 progress by our three flagship programs
$4.5 billion to shareholders, net of share issuances. We paid a total of HeartRescue, HealthRise, and RHD Action is shown below.
$2.1 billion in cash dividends at a rate of $1.52 per share. FY2016 marked
HeartRescue aims to reduce premature mortality of acute cardiovascular
the 38th consecutive year of dividend increases and we continued to be
disease for the underserved by empowering patients, leveraging
included in the S&P 500 Dividend Aristocrats Index.
frontline health workers, and advancing policy. The program has been
implemented in Brazil, China, and India. We expanded the U.S. program,
PHILANTHROPY
the HeartRescue Consortium, now in its fifth year, to reach 11 states and
Our charitable giving aims to build healthy communities and expand access
75 million people.
to healthcare to underserved communities around the world.
HealthRise provides long-term care for underserved populations by
Philanthropic contributions are managed by our business units and by the
enabling frontline health workers and referral systems to deliver efficient
Medtronic Foundation. Every year we commit to donating at least
and effective healthcare. Our primary objective is to increase accurate
1.5 percent of pre-tax profits to charitable causes. In FY2016, we donated
diagnosis and successful management of diabetes and cardiovascular
approximately 2.3 percent of our pre-tax profits, totaling $114.6 million.
disease. In FY2016, HealthRise convened government officials and
For the guidelines governing our philanthropic contributions by the experts to prioritize top barriers to care in communities in Brazil, India,
businesses, see Charitable Donations Guidelines. The businesses disclose South Africa, and the United States. Solution-oriented projects have
all donations made to U.S. customers, or organizations affiliated with them, already begun in India, while South Africa and Brazil plan to implement
annually on our Charitable Donations Registry. More information about the projects in FY2017.
Medtronic Foundation is available at medtronic.com/foundation.

Economic Contributions to Society | 14

 RHD Action was launched in FY2016 as a global movement to end
Rheumatic Heart Disease (RHD) in vulnerable populations. This
five-year, $6 million initiative supports programs that advance
the Every Woman Every Child commitment to reduce premature
deaths from this prevalent disease. Our RHD Action partners are
collaborating with local stakeholders on programs in Uganda and
Tanzania to improve early detection and increase access to RHD care,
and improve patient outcomes for RHD.
To learn more about how we increase access across the continuum of care
through our business activities, see Access.
Community grantmaking
We have a responsibility to support the health of our neighbors. Medtronic
Foundation community grants, administered over two years, provide
care for underserved populations in the 72 communities where we have a
significant employee presence. In FY2016, 38 communities benefited. In
FY2016, Medtronic Foundation donated a total of $5.3 million to more than
50 grant recipients. Recipient organizations are those that expand access
to chronic disease healthcare, address persistent or emerging health
challenges, and build partnerships to encourage collaboration.
Natural disasters create a need for healthcare supplies on the ground as
well as long-term support to rebuild damaged healthcare infrastructure.
In the wake of a crisis, Medtronic provides product donations and the
Medtronic Foundation provides disaster relief grant funding. We encourage
employees to contribute through financial donations and volunteer time.
DISASTER RELIEF ($ MILLIONS)
FY2012 FY2013 FY2014 FY2015**
Disaster $1.3 $0.6 $1.6* $0.6
Relief
*Total includes $0.9 million donated toward the Ebola crisis.
**FY2015 does not include legacy Covidien data.
Patient empowerment programs
Patients who overcome a medical challenge often go on to lead
extraordinary lives. The Medtronic Foundation celebrates their service
and inspiration through two patient empowerment programs: the Bakken
Invitation Award and the Global Heroes program.
The Medtronic Foundation Bakken Invitation Award honors individuals
who have overcome health challenges with the help of medical technology
and now give back to communities in need. In FY2016, the Medtronic
Foundation recognized 12 honorees from 11 countries. Their inspiring
stories can be read online.
FY2016 marked the 10th year of the Medtronic Foundation Global Heroes
program. Twenty-five runners from 16 countries joined in Minnesota to
run as a team in the Medtronic Twin Cities Marathon and Medtronic Twin
Cities 10 Mile races. Each Global Hero has in some way benefited from
medical technology, highlighting how Life runs on after a diagnosis. They
demonstrate that when people have access to quality healthcare, they
often can return to their passions. Read more information on the Global
Heroes team online.
Community engagement
The greatest impact we have on establishing healthcare equality comes
from our global workforce. The integration of Covidien has nearly doubled
our reach, helping us build a global workplace culture. Medtronic and
the Medtronic Foundation support employee community engagement
through three signature programs:
Global Innovation Fellows
Project 6 Employee Volunteerism
Global Matching Grants and Volunteer Grants
In FY2016, the Global Innovation Fellows program paired 30 Medtronic
employees with nonprofits in Fiji, Ghana, India, Mexico, Tanzania, and
the United States. The program harnesses employee passion to help
transform communities, tapping into their experiences and expertise to
improve peoples access to care around the world.
FY2016
Every June, Medtronic employees participate in Project 6, our month-
long global kickoff to a new year of volunteering. In FY2016, they donated
$0.8
64,800 hours across 44 countries to charitable activities. The five Project 6
teams with the highest participation, impact, and unique attributes each
received a $10,000 grant from the Medtronic Foundation for a charitable
organization of their choice.
In addition, the Medtronic Foundation matches dollar-for-dollar employee
contributions to approved charities, ranging from $25 to $100,000 in
FY2016, and made 2:1 contributions during June 2015. Employees
donated nearly $15 million to this program in FY2016, leading to an overall
contribution of $32 million when matched. The Medtronic Foundation
also provides $500 grants to nonprofits for every 25 hours of service an
individual employee volunteers. In FY2016, more than 900 employees
participated in this program, raising $484,000.
Economic Contributions to Society | 15
EMPLOYEE COMMUNITY ENGAGEMENT NON-GAAP FINANCIAL MEASURES
FY2012 FY2013 FY2014 FY2015* FY2016 Non-GAAP financial measures should be considered supplemental
Project 6 to, and not a substitute for, reported financial results prepared in
Volunteers 4,200 5,878 6,365 8,880 19,800
accordance with U.S. GAAP, as set forth in the consolidated financial
statements included with our periodic reports filed with the U.S.
Total Volunteer Securities and Exchange Commission. Medtronic uses non-GAAP
18,813 19,695 18,570 29,000 64,800
Hours
financial measures to facilitate managements review of the operational
Countries 28 33 30 35 44 performance of the company and as a basis for strategic planning.
Employee-Led Medtronic believes that the resulting non-GAAP financial measures
221 193 215 274 512
Projects provide useful information to investors regarding the underlying
Global Innovation business trends and performance of the companys ongoing operations
- 5 24 28 30
Fellows and are useful for period-over-period comparisons of such operations.
Global Matching Grants The non-GAAP financial measures reflect an additional way of viewing
aspects of the Companys operations. Medtronic calculates forward-
Employee looking non-GAAP financial measures based on internal forecasts
Contributions $1.5 $1.5 $7.9 $24.3 $14.9
that omit certain amounts that would be included in GAAP financial
($ Millions)**
measures. The determinations of the amounts that are omitted are
Medtronic Match a matter of management judgment and depend upon, among other
$1.5 $1.5 $5.8 $20 $17.4
($ Millions)*** factors, the nature of the charges or gains. Medtronic is unable to
Volunteer Grants - - - 786 968 present quantitative reconciliations for forward-looking non-GAAP
Volunteer Grants measures because management cannot reasonably predict with
$581,229 $457,268 $461,667 $515,000 $484,000 sufficient reliability all of the necessary components of the comparable
($ raised)
*FY2015 does not include legacy Covidien data.
GAAP financial measures. Medtronic has excluded from these forward-
**Covidien data for the period JanuaryMarch 2016 is included in the FY2016 employee looking non-GAAP financial measures the impact of foreign exchange
contributions. Full FY2016 Covidien data was not included due to the timing of Covidiens fluctuations, as well as certain charges or gains that contribute
integration into the Medtronic Workday system.
***The significant increase in employee contributions from FY2014 to FY2015 was a result of to or reduce earnings but that result from transactions or events
greater employee awareness, increasing the maximum donation threshold from $50,000 in FY2014 management believes may or may not recur with similar materiality
to $100,000 in FY2015, and program changes including offline acceptance of donations that were or impact to operations in future periods, such as amortization of
made to encourage participation.
intangible assets and acquisition-related items, certain tax and
litigation, and restructuring charges or gains. Such items could have
a substantial impact on GAAP measures of financial performance.
Reconciliations between historical non-GAAP financial measures
referenced in this report and the most directly comparable U.S. GAAP
measures follow.

Economic Contributions to Society | 16

MEDTRONIC PLC
FY2016 NET INCOME AND DILUTED EPS GAAP TO NON-GAAP RECONCILIATIONS
(Unaudited) (In Millions, Except Per Share Data)

FISCAL YEAR ENDED APR. 29, 2016

Income from Net Diluted Effective

Operations Income EPS Tax Rate
Before Taxes

GAAP $4,336 $3,538 $2.48 18.4%

Non-GAAP Adjustments: (1)
Impact of Inventory Step-Upa 226 165 0.12 27.0
Special Chargesb 70 44 0.03 37.1
Restructuring Charges, Netc 299 221 0.15 26.1
Certain Litigation Charges, Netd 26 17 0.01 34.6
Acquisition-Related Itemse 283 212 0.15 25.1
Amortization of Intangible Assetsf 1,931 1,467 1.03 24.0
Loss on previously held forward-starting interest rate swapsg 45 29 0.02 35.6
Debt Tender Premiumh 183 118 0.08 35.5
Certain Tax Adjustmentsi - 417 0.29 -
Non-GAAP $7,399 $6,228 $4.37 15.8%
(1) Non-GAAP adjustments relate to charges or gains that management believes may or may not recur with similar materiality or impact on results in future periods.
a
Represents amortization of step-up in fair value of inventory acquired in connection with the Covidien acquisition, which was recorded in costs of products sold in our condensed consolidated statements of income.
b
The $44 million after-tax ($70 million pre-tax) special charge was recorded in connection with the impairment of a debt investment.
c
Includes a $274 million after-tax charge ($364 million pre-tax) related to a continuation of our cost synergies initiative, partially offset by a $53 million ($65 million pre-tax) reversal of excess restructuring reserves related to
certain restructuring initiatives. The FY2016 restructuring charge for the cost synergies initiative primarily consisted of employee termination costs (including accelerated stock compensation due to terminations
resulting from the Covidien acquisition), fixed asset impairments, and contract termination costs. The restructuring charge includes expense within cost of products sold related to inventory write-offs of discontinued
product lines.
d
Relates to probable and reasonably estimable product liability litigation.
e
Primarily includes integration-related costs incurred in connection with the Covidien acquisition, partially offset by net income related to the change in fair value of contingent consideration associated with acquisitions
subsequent to Apr. 29, 2009.
f
To exclude amortization of intangible assets.
g
Relates to losses incurred from the unwinding of forward-starting interest rate swaps, which were previously entered into in advance of a planned debt issuance that is no longer expected following the internal reorganization
described in footnote (i). The losses were recorded in interest expense, net in our condensed consolidated statements of income.
h
The $118 million after-tax charge ($183 million pre-tax) was recorded in connection with the cash tender offer of certain outstanding debt securities issued by Medtronic, Inc. and Covidien International Finance S.A.
The charge was recorded in interest expense, net in our condensed consolidated statements of income.
i
Primarily relates to U.S. income tax expense resulting from the Companys completion of an internal reorganization of the ownership of certain legacy Covidien businesses that reduced the cash and investments held by our
U.S.-controlled non-U.S. subsidiaries. Also includes a benefit related to the establishment of a deferred tax asset on the tax basis in excess of book basis of a wholly owned U.S. subsidiary the Company expects to dispose of
during the foreseeable future.

Economic Contributions to Society | 17

MEDTRONIC PLC
RECONCILIATION OF OPERATING CASH FLOW TO FREE CASH FLOW
(Unaudited) (In Millions)
FY2012 FY2013 FY2014 FY2015* FY2016
Net cash provided by $4,470 $4,942 $4,959 $4,902 $5,218
operating activities
Additions to property, (484) (457) (396) (571) (1,046)
plant, and equipment
Free cash flow $3,986 $4,485 $4,563 $4,331 $4,172
*Investors should consider these non-GAAP measures in addition to, and not as a
substitute for, financial performance measures prepared in accordance with U.S. GAAP.

MEDTRONIC PLC
FY2016 RECONCILIATION OF WORLDWIDE GEOGRAPHIC REPORTED REVENUE GROWTH
TO WORLDWIDE GEOGRAPHIC COMPARABLE CONSTANT CURRENCY REVENUE GROWTH
(Unaudited) (In Millions)
A B C D=B+C E F=D+E G=(A-B)/B H I=(A-F-H)/F
Medtronic as Medtronic as Covidien as FY2015 Adjustment FY2015 FY2016 Currency Comparable
Reported 12 Reported 12 Reported 9 Pro Forma (3) Comparable Reported Impact on Constant
Months Ended Months Ended Months Ended Historical Historical Growth Growth Currency
Apr. 29, 2016 Apr. 24, 2015 Dec. 26, 2014 Revenue Revenue Growth (1)(2)

U.S. 16,422 11,305 4,123 15,428 (35) 15,393 45 - 7

Non-U.S. 8,708 6,372 2,896 9,268 (66) 9,202 37 (1,069) 6
Developed

Emerging 3,703 2,584 1,089 3,673 (26) 3,647 43 (433) 13

Markets
TOTAL $28,833 $20,261 $8,108 $28,369 $(127) $28,242 42% (1,502) 7%
(1) FY2016 was a 53-week year, with the extra week included in the first-quarter results. While it is difficult to calculate the exact impact of the extra week, the Company estimates that it
benefited FY2016 comparable, constant currency growth by approximately 1.5 percentage points.
(2) Management believes that referring to comparable, constant currency growth rates is a useful way to evaluate the underlying performance of Medtronic sales. Constant currency growth, a
non-GAAP financial measure, measures the change in revenue between current and prior year periods using average exchange rates in effect during the applicable prior year period.
(3) Represents the decrease in Covidien revenue for the nine months ended Jan. 23, 2015, as compared to Covidien revenue for the nine months ended Dec. 26, 2014.

Economic Contributions to Society | 18

VALUE TO
SOCIETY:
OUR
PRIORITIES
ACCESS
Noncommunicable diseases are among the greatest threats to human
health and economic prosperity. Medical technology and therapy
innovations can treat unserved medical conditions and help patients
everywhere lead better, more productive lives. But for millions of
people who lack access to financial resources or quality healthcare
infrastructure, lifesaving care may be out of reach. Our approach to
expanding access is aligned with our revenue growth strategy. By
connecting more patients around the world to new medical products
and therapies, we continue to grow our business.
THERAPY INNOVATION
Medtronic expands access to healthcare by developing products
and therapies that meet unserved medical needs and treat conditions
more effectively. In FY2016, we continued to conduct clinical trials
and introduce innovative new products and therapies that support
our Mission.
Research and clinical trials
In FY2016, we invested $2.2 billion in research and development (R&D),
representing 7.7 percent of net sales.
ANNUAL R&D SPENDING
FY2012 FY2013 FY2014
R&D Spend ($ millions) $1,490 $1,557 $1,477
R&D Spend (% net sales) 9.2 9.4 8.7
*FY2015 based on Medtronic fiscal year as reported and reflects the partial year contribution of the
Covidien transaction that closed on Jan. 26, 2015.
Our R&D efforts take place globally. In emerging markets, our
expert teams focus on conditions that disproportionately affect
local populations. For example, nearly 300 researchers in China are
developing tailored solutions for the Chinese market, where conditions
such as type 2 diabetes and chronic kidney disease are prevalent.
In addition to R&D, clinical trials help establish the effectiveness and safety
of our innovations. We are committed to conducting our clinical trials in
accordance with our Clinical Trial Principles and all applicable laws and
regulations. See page 28 for more information about clinical trial oversight.
In FY2016, our groundbreaking R&D pipeline and discoveries include:
Genetic risks for sudden cardiac death: We identified a gene associated
with life-threatening abnormal heart rhythms and sudden cardiac death
in two studies presented to the 2015 European Society of Cardiology
Congress in London. The gene is associated with a 50 percent relative
risk increase in these life-threatening heart rhythms.
Progress toward an artificial pancreas: Outside the United States,
we offer our MiniMed 640G System, an integrated system with the
Enhanced Enlite CGM sensor that features SmartGuard technology,
which automatically suspends insulin delivery when sensor glucose
levels are predicted to approach a low limit and then resumes insulin
delivery once sensor glucose levels recover. Our MiniMed 640G User
Evaluation Study demonstrated reduced hypoglycemia and further
advancements in automation for Medtronic insulin pump systems. We
presented the results at the American Diabetes Associations 75th
Scientific Sessions. In addition, patient enrollment was completed for a
FY2015* FY2016 pivotal study of a Hybrid Closed Loop system, designed to personalize
and automate the delivery of basal insulin 24 hours a day to maximize
$1,640 $2,224
the time glucose levelsare in a predefined target range.
8.1 7.7
Early detection of lung cancer: Minimally Invasive Therapies Group
(MITG) launched a 2,500-patient study to assess the benefits of the
superDimension navigation system on early detection of lung cancer.
Lung cancer is the No. 1 cancer-related cause of death, accounting for
more cancer deaths than breast, colon, and prostate cancer combined.1
Early detection has been shown to dramatically increase long-term
survival rates.
1 American Cancer Society: Cancer Facts & Figures 2013
Access | 20
 Treatment for stroke patients: In FY2015, the results from four trials
conducted and/or funded by our Restorative Therapies Group led to
new stroke treatment guidelines from the American Heart Association
and American Stroke Association. The new guidelines, which were
introduced in June 2015, recommended the use of a stent retriever,
such as the Medtronic Solitaire Revascularization device, in addition
to IV-tPA for treatment of stroke patients. In addition, the Solitaire
Revascularization device was named to the Cleveland Clinics list of top
medical innovations for 2016.
New product introductions
Following successful R&D and clinical trial programs, we introduce
new products and therapies that help patients live healthier, more
productive lives.
Many of these innovations will have significant impacts on expanding
access to treatment for those in need of new healthcare products and
therapies. Examples include:
Evera MRI SureScan ICD System: FDA approval for an implantable
cardioverter defibrillator system for MR Conditional use with magnetic
resonance imaging scans without positioning restrictions.
IN.PACT Admiral Drug Eluting Balloon: CE mark approval of
arteriovenous access to help maintain hemodialysis access in patients
with end-stage renal disease.
Micra Transcatheter Pacing System: FDA approval of the worlds
smallest pacemaker, which provides a safe alternative to conventional
pacemakers without the complications associated with cardiac wires.
NURO System: Launch of the percutaneous tibial neuromodulation
system, a minimally invasive treatment for overactive bladder.
We also introduced several new products that use data to provide
better guidance or care to patients including:
CareLink iPro Pattern Snapshot: Commercial availability of a new
report for the iPro2 Professional Continuous Glucose Monitoring
System that provides healthcare professionals with information for
quick interpretation of detailed glucose data over time.
MiniMed Connect: FDA clearance of the first product that enables
people with diabetes to discreetly and conveniently view insulin pump
and continuous glucose monitoring information on a smartphone.
MyCareLink Smart Monitor: FDA approval for the worlds
first app-based remote monitoring system for patients with
implantable pacemakers.
Information about other products receiving FDA and CE mark approval
in FY2016 can be found in the Medtronic Newsroom.
ECONOMIC VALUE
As our business grows, we are building on our expertise in working
across healthcare systems to enhance economic value.
Value-based Healthcare
We believe that the current healthcare system is not sustainable and
needs to be transformed to improve patient outcomes and control rising
healthcare costs. Medtronic accepts and supports that healthcare system
leaders around the world will, in fact, implement Value-based Healthcare
(VBHC) delivery and payment systems, whereby they make payment for
our products and services contingent upon their ability to improve patient
outcomes relative to their cost. To compete in this new world and to
advance the transformation, we are assessing new business models where
we share direct accountability for system costs and patient outcomes.
Launched in January 2016, the Value-based Healthcare Council is charged
with accelerating our vision, deepening our knowledge, and sharing
best practices in VBHC. The Council comprises leaders from across
our business units, regions, and functions, including clinical, healthcare
economics, policy reimbursement, and legal experts.
Medtronic has created and follows a proprietary, seven-step framework
for VBHC that helps to develop value-based business models that offer
a value proposition that meets baseline outcomes that are meaningful
for patients.
Medtronic VBHC Business Model Definition
When we share direct accountability for system costs and patient outcomes
in our business models.
There are certain elements that must always be true in a VBHC solution:
Outcomes must be measured, with metrics approved by all stakeholders.
Relevant costs of care must be known and agreed upon by all stakeholders.
Payment to Medtronic is based (or contingent) on the clinically meaningful
outcomes and economic value created by our products, services, and solutions.
Access | 21
Outcome-based payments
A patient-centric VBHC system should prioritize health outcomes, or
patient value, over the volume of medical devices sold or therapies
provided. With this in mind, we are pursuing outcome-based payment
models that make the entire industry more accountable for patient
health by aligning the financial incentives for healthcare providers
and manufacturers.
Since announcing a shift toward risk-sharing and outcome-based
payments in FY2015, the U.S. Centers for Medicare and Medicaid
Services has introduced a bundled payment strategy for treating
disease states. Medtronic has responded by identifying baseline
metrics and factors to develop and standardize new risk-sharing
approaches with our healthcare partners. Our Global Health Economic
and Reimbursement team leads this effort, analyzing the impacts of our
product pricing and reimbursement policies and guiding our business
units on improvement strategies.
Managed services
As part of our economic value strategy, we have invested heavily in
our managed services business, which saw strong growth in FY2016.
Through Medtronic Integrated Health Solutions, we manage facilities
and clinics for hospital partners, with a focus on improving efficiency
and quality of care in catheterization labs and hospital operating rooms.
We expect this business to generate $1.5 billion in revenue in the
Americas by 2021.
In Lagos, Nigeria a population of more than 16 million patients
had access to only two operational catheterization labs. During the
year, we entered into our first agreement in Africa to bring efficient
catheterization labs and operating rooms to patients in Lagos at the
Gbagada Cardiac and Renal Centre. Medtronic Integrated Health
Solutions set out to ensure that the catheterization labs are up and
running, effectively managed, staffed with nurses and technicians,
fully equipped with consumables, receiving adequate power and
water, and staffed with clinicians who can execute high-quality cardiac
catheterization procedures.
In the Netherlands, our May 2016 majority investment in Nederlandse
Obesitas Kliniek (NOK) expanded our managed care services to provide
nutritional, psychological, exercise, and medical support to bariatric
surgery patients. The integrated approach provides more sustainable
weight loss for patients, optimizes patient flow for healthcare
providers, and reduces comorbidities for healthcare payers. By bringing
NOK into our portfolio, we are expanding this model across Western
Europe, launching it as a new standard of care in the Middle East, and
offering a more effective business model in the United States.
Telehealth
Advanced telecommunications technologies enable long-term patient
care with increasing efficiency and reduced costs. Medtronic Care
Management Services business provides telehealth services to monitor
patients following acute care admissions and surgical procedures,
which delivers improved long-term health outcomes. Hospitals also
benefit from reduced readmission rates.
Through the Latin America Telemedicine Infarct Network (LATIN), a
partnership among Medtronic, the Lumen Foundation, and ITMAS
(a telemedicine provider), we are making heart attack diagnosis
treatment more efficient in So Paulo, Brazil. The partnership enables
patients to receive EKGs at local primary care centers, which are
read by specialists hundreds of miles away to diagnose and confirm
severe heart attacks. By promptly bypassing local ERs, patients are
able to save precious time and be admitted to specialized cardiac
catheterization labs to receive treatment.
Product pricing and cost savings
Even with efficient contracts in place, we recognize a continual need
to improve the affordability of our products and therapies. We offer a
variety of pricing models, including volume pricing and rebate models
for hospitals, adaptive pricing for treating long-term conditions, and
assisting new and existing patients through other programs.
GLOBALIZATION
Our access initiatives focus most heavily on patients and communities
in need of disruptive models of care where expansion of existing
systems and economic development cannot sufficiently meet
healthcare needs. Our globalization strategy focuses on reducing
inequity everywhere through solutions tailored to market needs and
expanding access to care in emerging markets.
To learn more about the Medtronic Foundations global health
programs, see page 14.
Access | 22
A Hub & Spoke model of healthcare delivery
The Hub & Spoke delivery model is one approach we are applying that
is designed to increase access to care through efficient treatment
across the entire continuum of care. In limited-resource settings, it is
important to organize healthcare systems strategically to maximize
patient outcomes.
The model centers on hub hospitals with highly trained physicians and
sophisticated infrastructure that provide state-of-the-art, specialist
care. Healthcare centers in the surrounding communities operate
as the spokes to create an integrated model of care that handles
screening and diagnosis, refers patients to specialists, and supports
long-term disease management. Wherever patients enter the system,
they encounter an efficient, integrated system designed to support
their health over the long term.
In FY2016, Medtronic made a significant investment in the Abraaj
Groups Growth Markets Health Fund (GMHF). GMHF is a private
equity fund focused on improving healthcare access primarily in Asia
and Africa by reducing the gap between supply and demand for health
services. Our investment supports GMHFs focus on purchasing and
building hub hospitals in emerging markets including Bangladesh,
Ethiopia, Ghana, India, Kenya, Nigeria, and Pakistan.
In partnership with Abraaj, we also invested in the CARE hospital
network, which operates in nine cities across India. CARE is one of
Indias leading hospital systems, and offers opportunities to pilot
Hub & Spoke models and managed care systems across India using
GMHFs reach.
Innovations in delivery for emerging markets
In communities and markets where the disparity between healthcare
needs and access is greatest, we believe that new and innovative
business models can bridge the gap. We pursue these models agnostic
of any specific technology, product, or therapy.
One way that we do this is through our Global Health Initiative (GHI),
in which we identify pressing, widespread health problems facing local
communities, and look across the entire continuum of care to identify
the barriers to treating patients. GHI then designs solutions and
business models that help overcome those barriers in ways that meet
local needs.
GHI programs made significant progress in FY2016. In Ghana,
we completed the plans for a FY2017 pilot of Akoma Pa, a new
hypertension management system that addresses the countrys
significant shortage of cardiologists. The new model blends
hypertension monitoring hardware with risk assessment software.
Between appointments with cardiologists, patients can visit local
pharmacies for blood pressure monitoring, and the platform
automatically contacts the patients physician for a prescription refill or
when a problem is detected. Benefits will include patients making fewer
physician visits, pharmacies building long-term customer relationships,
and physicians able to focus on patients most urgently in need of care.
Applying a different set of strategies and technologies, we launched
Project Elevate, addressing barriers to timely interventional care
for cardiac patients. Although it is widely recognized that patients
experiencing serious heart attacks need surgical intervention within
90 minutes of arriving at the hospital, the typical waiting time is much
longer in emerging markets. Project Elevate uses mobile applications to
reduce that time by allowing physicians to remotely diagnose patients,
evaluate test results, and determine the intervention needed. We
are partnering with hospital systems and governments to bring this
solution to patients in Malaysia, Nigeria, and Russia.
In FY2017, we plan to make further investments in our ability to develop
new, for-profit models of healthcare delivery for emerging markets.
Patient Access Acceleration and Patient Access Solutions
Our Patient Access Acceleration (PAA) methodology helps
identify global market opportunities and unmet patient needs. The
four-step approach helps quantify the need for treatment, identifies
the barriers to care, prioritizes these barriers, and formulates strategies
to tackle them.
This supports expanded access to care in developed and developing
economies alike, and informs the way we approach new challenges.
Through Patient Access Solutions (PAS), Medtronic provides consulting
services to hospitals around the world that help bring medical
technology and therapies to new markets and patient populations. Our
PAS group has conducted workshops in 11 countries, including China,
Colombia, Kazakhstan, Romania, and Saudi Arabia.
Access | 23
Partnerships Turkey: Our MITG innovation center in Istanbul offers training for
We also rely on partnerships to help scale our impact and reach more up to 5,000 physicians, nurses, and hospital technicians each year
patients. Opportunities range from developing new technologies in advanced procedures and surgical techniques for treating
and therapies with our peers to thought leadership and research vascular disease, metabolic disorders, and chronic obstructive
collaborations with universities, and on-the-ground care delivery with pulmonary disease.
governmental and nongovernmental organizations. Patient outreach and education efforts raise awareness about
IBM Watson Health: A new partnership between Medtronic and IBM health conditions and when to seek medical attention. In FY2016, we
Watson Health combines data gathered from our diabetes therapies partnered with the World Stroke Organization as part of the Take
with the advanced computing and analytic power of IBMs Watson 2 Tell 2 campaign which encourages people to spend two minutes
software to predict hypoglycemic attacks to one day be able to alert learning about the warning signs of stroke and sharing that knowledge
patients hours before they occur, with the hope of preventing these with two others. By raising baseline awareness of medical conditions
events altogether. among patients, we hope to reach more patients who can benefit from
World Economic Forum: In FY2016, our CEO was appointed co-chair our products and therapies.
of the World Economic Forums Healthcare Community, a public- HEALTHCARE CAPACITY BUILDING
private partnership bringing together stakeholders from across the FY2014 FY2015 FY2016*
continuum of care to discuss healthcare access and value-based
Education for Medical Professionals ($ millions) $97.5 $108.8 $152.4
models for care.
Education for Patients ($ millions) $23.0 $18.7 $20.3
Capacity building Medical Professionals Reached N/R 50,796 64,233
In order for our product and therapy innovations to reach local
*Excludes MITG Patient Monitoring and Recovery business
communities in emerging markets, healthcare providers must be
equipped with the skills and knowledge to offer them, and patients In FY2016, we made $17 million in product donations, our largest
must have access to information about their medical conditions and amount ever, through the philanthropic efforts of our business units.
their treatment options. In FY2016, we invested $152.4 million See Economic Contributions to Society for more information.
in capacity building and training for medical professionals and
$20.3 million in patient education. The vast majority of these efforts
took place in emerging markets including:
China: Our Cardiac Rhythm and Heart Failure business hosted
a series of 12 pacemaker implantation training sessions for 120
physicians from across China at our innovation center in Shanghai.
Despite similar rates of arrhythmia, pacemakers are used in China
at less than 0.5 percent the rate of the United States. This is due
primarily to a lack of physician proficiency in the procedure.
Panama: We opened the Panama Technical Service Training Center,
a facility that will train approximately 100 hospital biomedical
technicians and engineers to correctly use and repair Medtronic
technologies. Previously, healthcare providers across Latin America
had to travel to the United States for this training. In addition, the
ability to offer training in the local language will enhance
its effectiveness.

Access | 24
 BUSINESS STRATEGIES LONG-TERM QUALITY IMPERATIVES

Therapy Innovation

PRODUCT
QUALITY Globalization
Product Eective and Mindset of
Superiority Ecient Compliance Excellence
Providing Complying with
Ingraining a
Economic Value products of applicable
proactive and
highest quality regulations
patient-centric
and reliability eciently
quality culture and
quality talent
Medtronic always puts patient safety first. We deploy rigorous controls Our business strategies and long-term quality imperatives are
management
at every stage of the value chain to ensure the safety and efficacy of summarized below.
every product we make. Our patient-centric quality culture, strategy, and
programs incorporate the highest ethical standards, and build employee
capabilities. This unerring focus on quality improves patient outcomes UNIVERSAL
and builds trust in our company. HEALTHCARE NEEDS

RESPONSIBILITY AND QUALITY BUSINESS STRATEGIES

We design and manufacture medical devices that patients rely on daily, Improve clinical
outcomes
many of which are implanted inside their bodies. To protect patients
health and maintain their confidence, it is imperative that these products,
and the materials of which they are made, are of the highest quality. Expand access

Our Global Quality Strategy takes a patient-centered approach to deliver

consistent, enterprise-wide quality. This supports our business, increasing Optimize cost
and eciency Therapy Globalization Economic
operational efficiency and reducing reputational risk. Innovation Value

Employee responsibility
Originally launched by Covidien in 2011, Quality Begins with Me is
now integral to our Global Quality Strategy to improve our mindset
of excellence. In FY2016, we began rolling out patient-centric and
BUSINESS STRATEGIES LONG-TERM QUALITY IMPERATIVES
leader-led employee training across our combined company (legacy
Medtronic and legacy Covidien). The program empowers employees
to demonstrate excellence and individual leadership through the Therapy Innovation
following behaviors:

Be courageous. Strive to prevent issues before they arise. Globalization

Product Eective and Mindset of
Put the patient first. Hold each other accountable. Superiority Ecient Compliance Excellence
Providing Complying with Ingraining a
We also require employees worldwide to obtain our Annual Quality Economic Value products of applicable proactive and
Training Certification, which focuses on regulatory compliance, good highest quality regulations patient-centric
and reliability eciently quality culture and
documentation practices, continual improvement, and product quality. quality talent
By June 2016, 98 percent of employees completed this training, meeting management
our participation goal.

Product Quality | 25
UNIVERSAL
Design and production Our global compliance oversight program, Medtronic Corporate-Wide
Our Design for Reliability and Manufacturability (DRM) program brings Assessment for Regulatory Excellence (MCARE), analyzes quality
quality into research and development (R&D), designing safety and management systems, identifies gaps, develops corrective action
reliability throughout the R&D process. By simulating real-world plans, and focuses on our readiness to address changing regulatory
product use, we collect valuable information that helps us predict requirements. In FY2016, the team completed investigations and
product performance. supported improvements at 37 Medtronic facilities.
The Medtronic Operating System (MOS) embeds quality into production MAINTAINING QUALITY FACILITIES
by applying Lean Six Sigma principles, a team-based methodology for FY2015 FY2016
achieving continual improvement in waste reduction and efficiency
Global External Regulatory Inspections at Medtronic Sites 152 242
(see also Product Stewardship). We also use International Standards
Organization (ISO) 13485, a leading standard for comprehensive quality Global External Regulatory Inspections Which Resulted 93% 88%
management systems that meet international medical device regulations. in No Findings
Average Findings per Global External 0.15 0.31
Third-party safety and quality Regulatory Inspection
Medtronic provides training and learning opportunities to help our
MCARE Investigations and Supported Improvements 28 37
third-party suppliers build their own systems and capabilities in
alignment with our expectations. See Responsible Sourcing for more PRODUCT USE AND PERFORMANCE
information about our approach to supply chain management. To support product quality and improved patient outcomes, we monitor
the performance of our products in use, collecting data through
MAINTAINING QUALITY FACILITIES corporate post-market surveillance. Our continuous improvement
External regulatory agencies review and monitor our performance for
process involves analyzing findings and approaches to achieving
quality and safety every year. We welcome these inspections because
measurable, cost-effective improvements.
they help us understand each regulatory bodys expectations and
priorities, and identify areas where we can improve. Through our A dedicated team at Medtronic captures critical data on products from
Inspection Knowledge Management process, we share what we learn our network of partner hospitals, health systems, physicians, clinics,
and roll out necessary changes across our global facilities. governments, and third-party databases. Our partner network includes
sites in North America, Europe, and Latin America, and continues to
In FY2016, we hosted 242 global regulatory inspections, of which 88
grow in line with our business.
percent resulted in no findings. Our goal is to maintain an average of 0.5
or fewer findings per global regulatory inspection, which we met with Medtronic therapies and product lines currently under post-market
0.31 this year. surveillance include:
However, with respect to FDA inspections, we received 1.5 findings Cardiac rhythm
per FDA inspection, which fell short of our expectations but below the Deep brain stimulation
overall industry average. Our goal for FY2017 is to have 1.0 or fewer
Sacral neuromodulation
findings per FDA inspection.
Spinal cord stimulation
Surgical heart valves
Targeted drug delivery devices

Product Quality | 26
Enhancing post-market surveillance
Post-market surveillance techniques and methods play a vital role
in our move toward Value-based Healthcare with a focus on patient
outcomes. We collaborate with the FDA and stakeholders across the
industry to enhance post-market surveillance.
More than 1,600 clinical professionals across Medtronic help develop
and standardize new measurement models to improve patient safety
and clinical outcomes. We are continually exploring new methods to
obtain valuable product use information at lower cost. We aim to do this
without compromising quality or regulatory compliance.
Product-related regulatory actions
Medtronic is committed to resolving all regulatory action and field
corrective action issues swiftly and effectively. When field corrective
actions occur, our expertise in quality management enables us to
implement the required program efficiently. We take all necessary steps
to correct or remedy the root cause of any problems that occur, and have
systems in place to prevent future field corrective actions. For example, we
are accelerating implementation of DRM and MOS across more products
and manufacturing sites in FY2017. In addition, we are expanding our
supplier quality risk-reduction programs.

Collaborations and partnerships in FY2016 included:
COLLABORATIONS AND PARTNERSHIPS FOR IMPROVING
POST-MARKET SURVEILLANCE
ORGANIZATION
The Medical Device Innovation
Consortium (MDIC) Public-
private partnership that advances
regulatory science in the medical
device industry.
The Patient-Centered Outcomes
Research Institute (PCORI)
Established by the 2010 Patient
Protection and Affordable Care
Act. Government-sponsored
organization that investigates the
relative effectiveness of
various medical treatments.
The National Academy of
Medicine Provides national advice and Regulatory Officer co-chairs
on issues relating to biomedical
science, medicine, and health. Its
Clinical Effectiveness Research
Innovation Collaborative (CERIC)
provides a venue to help stimulate
and support innovation by
bringing together experts from
various fields.
FY2016
Our Chief Scientific, Clinical, and
Regulatory Officer serves on the MDIC
Board of Directors. He also chairs the
Clinical Trial Innovation and Reform
Steering Committee, which has the
goal of increasing the efficiency and
effectiveness in research design, data
collection, and infrastructure both
pre- and post-market.
Our Chief Scientific, Clinical, and
Regulatory Officer serves on the
PCORI Board of Governors.
Our Chief Scientific, Clinical,
the CERIC.
In the United States, the FDA classifies recalls with a numerical designation
(I, II, or III) to indicate the relative degree of health hazard presented by the
product. The Class I designation indicates the most serious type of recall.
PRODUCT USE AND PERFORMANCE
FY2015 FY2016
Open FDA Consent Decree for Product-Related 1 1
Regulatory Actions
Open FDA Warning Letters for Product-Related 3 1
Regulatory Actions
Open FDA Warning Letters Resolved During the Year 2 0
FDA Class I Recalls 6 4
FDA MedWatch Safety Alerts for Human Medical 1 3
Products Database
FY2016 FDA CLASS I RECALLS AND MEDWATCH SAFETY ALERT
PRODUCT LIST FOR MEDTRONIC DEVICES
FDA Class I Recalls Shileyneonatal, pediatric and long
pediatrictracheostomytubes
EnVeo R Loading System
Puritan Bennett 980 ventilator
Battery pack used with Capnostream 20
and Capnostream 20p
patient monitor
FDA MedWatch Safety Shileyneonatal, pediatric and long
Alerts for Human Medical pediatrictracheostomytubes
Products Database Puritan Bennett 980 ventilator
Battery pack used with Capnostream 20
and Capnostream 20p patient monitor

Product Quality | 27
CUSTOMER FEEDBACK
Our businesses are responsive to customer and patient needs, and
track satisfaction levels through surveys, customer visits, and net
promoter scores. They then integrate this feedback into product and
service development.
Our standardized global complaint handling system collects and
manages customer feedback. In FY2016, we received 853,000
customer complaints, and resolved more than 99 percent during
the year.
CLINICAL TRIALS
Medtronic conducts clinical trials to measure, and provide evidence
for, the safety and effectiveness of products for patients. We are
committed to conducting these trials rigorously and responsibly, in line
with applicable laws and regulations and with the following internal and
external guidelines.
Medtronic guidelines
Code of Conduct
Global Business Conduct Standards Policy
Clinical Trials Principles
International guidelines for clinical research
International Conference on Harmonization / World Health
Organization Good Clinical Practice (GCP) standards
ISO 14155:2011
Medtronic also engages with organizations advancing clinical standard
development and education, including those shown below.
CLINICAL STANDARD DEVELOPMENT AND EDUCATION ENGAGEMENTS
ORGANIZATION FY2016
Clinical Trials Transformation Our Chief Medical Officer serves on
Initiative (CTTI) the CTTI Executive Committee.
Association for the Medtronic is involved in both the U.S.
Advancement of Medical national and international work of
Instrumentation (AAMI) AAMI.Medtronic employees participate
in more than 120 AAMI committees and
working groups, and hold 11 leadership
positions, including the rotating Chair of
the Board of Directors.
International Medical Device Medtronic maintains an active presence
Regulators Forum (IMDRF) in the IMDRF. Medtronic subject matter
experts serve as industry representatives
on IMDRF work initiatives. Medtronic
has also supported the Medical Device
Single Audit Program (MDSAP), and has
participated in that pilot.
Transparency and open data
Transparency is essential to maintaining patient safety and scientific
integrity when performing clinical research. Medtronic publicly
discloses clinical trials through our Clinical Trials Registry available at
clinicaltrials.gov. This registry and results database details information
about the purpose, eligibility requirements, locations, and status of
each trial we sponsor. We also publish our findings in peer-reviewed
scientific and medical journals, and collaborate with researchers and
external institutions when possible.
Medtronic believes that open data benefits our industry, physicians,
and patients in the long term. That is why we are committed to clinical
trial data transparency. In 2013, we were the first company to make all
clinical trial data for a product publicly available, through a partnership
with the Yale Open Data Access Project (YODA). Specifically, we
released all clinical research trial data for the INFUSE spinal fusion
growth protein for review by two independent academic teams.
While we took this action in response to complications related to that
product, releasing all clinical trial data for independent review proved to
be a valuable learning opportunity.
Product Quality | 28
ANIMAL RESEARCH
Regulatory requirements necessitate animal research and testing for
many of our products. For this research, we apply high ethical standards
and work with scientists, veterinary surgeons, pathologists, regulatory
experts, and technical staff to devise the best approaches possible.
The Medtronic Institutional Animal Care and Use Committee, made up
of internal and external stakeholders, evaluates all proposals for animal
research, reviews our protocols and standards annually, and conducts
facility and program inspections twice a year.
Our animal-related research and testing meets all relevant standards
and requirements set by the:
Food and Drug Administration (FDA)
U.S. Department of Agricultures Animal Welfare Act
Association for Assessment and Accreditation of Laboratory
Animal Care
Our animal research protocols are published in our Policy Regarding
Use of Animals and the Feasibility Assessment of Eliminating the Use of
Animals for Training Purposes.
We also look for ways to replace, refine, and reduce animal testing
wherever possible. In 2014, Medtronic toxicologist Kelly Coleman
published his teams findings, which researched human cell-based
alternatives to animal testing for skin irritation. The current industry
standard uses rabbits, which are more sensitive than humans to skin
irritation and can lead to over-prediction in lab testing. In FY2016, an
ISO Technical Committee sponsored an international validation study
to confirm Colemans findings. The validation study, underway in 23
laboratories across the United States, Europe, and Asia, is expected
to end next year. If the findings are validated, it could lead to changes
in ISO standards that allow in vitro human skin assays to replace rabbit
skin irritation tests in evaluation of medical devices.

Product Quality | 29
PRODUCT
STEWARDSHIP
Our materiality assessment highlighted product stewardship as a
sustainability priority for Medtronic. We continually pursue innovations
that minimize the environmental impacts of our products and packaging
throughout our value chain from product design to end of life.
OUR APPROACH
Medtronic has long taken steps to minimize the lifecycle footprint of
our products. Our approach begins with research and development
(R&D) and product design. To guide our scientists and engineers, we
incorporate Environmental, Health, Safety, and Sustainability (EHS&S)
guidelines into early stages of the development protocol. Product
designers consider these guidelines to minimize the environmental
impacts, effects of the manufacturing process, and materials used for
the product and its packaging.
To reduce the incidence of potentially harmful materials in our products
during manufacturing, Medtronic facilities follow all applicable laws and
regulations regarding hazardous materials. At the end-of-life stage,
we operate product reclamation programs that recover materials for
reuse and divert waste from landfill where possible.
Our EHS&S program commits us to continually advance our product
stewardship initiatives across the lifecycle, meeting customer needs
and expectations. Our recently established Sustainability Steering
Committee is responsible, among other things, for overseeing new
product stewardship strategies.
Sustainable product program
To take our product stewardship to the next level, with a focus on
individual products, we completed research in FY2015 on establishing
a formal product stewardship program. This process:
Developed criteria for determining product sustainability.
Produced a potential product sustainability scorecard.
Established a framework for a product-specific pilot.
Packaging design and innovation
Packaging is the first thing customers see when they purchase
Medtronic products. Our companywide efforts to shrink packaging and
make it more customer-friendly not only reduce our environmental
impacts, but showcase our sustainability commitment to customers.
In addition, minimizing packaging lowers our production costs and cuts
waste management expenses for our customers.
Design is a focus when it comes to reducing the impact of Medtronic
products. For example, in FY2016, we began testing new device
protection options for an electrosurgical product used in the operating
room. The new packaging substitutes pre-formed trays and lids for
die-cut insert cards (DCICs). DCICs which can be recycled
decrease the risk of damage to devices during transport. They also
reduce the package systems overall footprint and decrease the
amount of plastic used by weight by more than 50 percent.
This lowers packaging and the associated costs for Medtronic and
our customers.
Product Stewardship | 30
Product end-of-life management
Product stewardship includes managing the environmental impact of
our products beyond delivery to patients and customers. When possible,
Medtronic strives to capture value from our products beyond their usable
life. Our reclamation programs collect precious metals including gold,
silver, platinum, titanium, and palladium from products that are no longer
in use, including pacemakers, defibrillators, and neurostimulators.
In addition, Medtronic now owns a Sustainable Technologies business
acquired through Covidien. The Sustainable Technologies business
delivers environmental value to healthcare by diverting a significant
portion of the medical waste stream to purposeful use through
reprocessing and recycling. In FY2016, this business diverted 127 metric
tons (MT) of used medical devices from the landfill, primarily driven
by electrocardiogram (ECG) cables and compression sleeves. The
reprocessing operation based near Tampa, Florida, aims to more than
triple in scale in FY2017, further reducing landfill waste associated with
used medical devices.
As part of our commitment to lifecycle product stewardship, we
expect our suppliers to comply with best practices that minimize their
environmental impacts. Read more in Responsible Sourcing.

Product Stewardship | 31
RESPONSIBLE
SOURCING

Medtronic strives to ensure that our supply chain reflects the same SUPPLY CHAIN SPEND ($ MILLIONS)
responsible values we uphold in our own operations. We partner with
FY2015* FY2016**
suppliers to maintain high-quality management and ethical standards
throughout our global supply chains. Careful supply management helps Australia $54.9 $52.7
us reduce business risks, support safe and healthy workplaces, and Canada $77.4 $139.8
meet customer needs.
China $143.2 $252.5
Our suppliers are critical to our business, allowing us to produce and deliver
France $93.3 $247.5
the medical technologies, products, and therapies on which customers and
patients around the world depend. To ensure a robust and reliable supply Germany $160.9 $233.3
base, we cultivate long-standing relationships with companies committed Ireland $153.5 $195.1
to high standards.
Israel $10.3 $17.5
Medtronic sources from more than 85,000 suppliers in 125 countries.
Japan $100.7 $138.0
In FY2016, we spent more than $11.5 billion with our suppliers globally.
Mexico $55.2 $128.0
SUPPLIER QUALITY MANAGEMENT Netherlands $129.7 $179.9
Our healthcare partners, and the patients they serve, rely on us to deliver
high-quality, reliable technologies, products, and therapies. Fulfilling this Singapore $31.4 $93.8
charge underpins our business success, while supplier error can have an Switzerland $139.6 $180.6
impact on patient health and damage our reputation. Our No. 1 priority United States $4,755.3*** $8,256.8
in supply chain management is, therefore, to ensure that our products
consistently meet both regulatory and self-imposed quality standards. Total for Locations Listed $5,905.4*** $10,115.5
Our product quality program provides direct suppliers with protocols, Total Spend $6,707.9 $11,543.5
training, and support through the following tools: *FY2015 does not include legacy Covidien data.
**FY2016 data reflects the Covidien acquisition.
Our Supplier Audit and Excellence Manual, which every supplier ***Totals reflect all U.S. supplier spending. This differs from the FY2015 report, which only
must follow accounted for nine U.S. states.

Continuous improvement opportunities through training

and development
Direct supplier participation in our Design, Reliability, and
Manufacturability process, which ensure standard product performance
For more information about how we manage quality in our finished
products, see Supplier Quality.

Responsible Sourcing | 32
RESPONSIBLE SUPPLY MANAGEMENT
Our Supplier Code of Conduct requires Medtronic suppliers to follow
all applicable laws related to governance, environmental responsibility,
workplace health and safety, and human rights. Now that Medtronic
and Covidien are fully integrated, we are working to align best practices
from our legacy companies to enhance supply chain management,
oversight, and performance.
During FY2016, Medtronic established a Responsible Supply
Management function to encourage and support social, ethical, and
environmentally responsible business practices by suppliers. Its duties
include establishing overall strategy and goals, prioritizing regulatory
compliance, supplier diversity, and customer compliance. As a first
step, the team tracked how many of our core suppliers produced a
sustainability report in FY2016. The pool included 100 legacy Medtronic
suppliers and 347 legacy Covidien suppliers, and the survey found that
15 percent currently produce sustainability reports. Moving forward,
we will continue to monitor the number of suppliers that publish
sustainability reports and develop processes to address supplier
compliance with regulatory and customer requirements.
During FY2017, we will begin developing Global Supplier Standards and
release our new Labor and Human Rights policy to replace our existing
Supplier Code of Conduct.
Materials of concern
Medtronic implements practices to comply with applicable local and
country-specific regulations related to the environmental and social
impacts of the materials in our products. We consider the responsible
management of materials of concern in products and packaging at
both the design and manufacturing stages. This allows us to address
the requirements of the following European Directives: Restriction of
Hazardous Substances (RoHS), Registration, Evaluation, Authorization
and Restriction of Chemicals (REACH), Medical Device Directive, and
similar requirements.
Conflict minerals
Medtronic actively participates in industry-wide forums such as the
Ethical Sourcing Forum, Marcus Evans Conflict Minerals conference, and
Conflict-Free Smelter Initiative (CFSI). Our Conflict Minerals program
leader, Julia Litvak, was named to the 2016 Top 100 Conflict Minerals
Influencer Leaders by Assent Compliance, an independent compliance
services firm.
The U.S. Dodd-Frank Act requires companies to disclose conflict
minerals tin, tungsten, tantalum, and gold originating from
Democratic Republic of Congo and neighboring countries, where
sourcing has been linked to armed conflict. We expect all suppliers using
one or more of these minerals in our products or materials to comply
with conflict minerals regulations and responsible sourcing practices.
We reference conflict minerals requirements in supplier agreements
and purchase order terms and conditions. Medtronic also performs
annual due diligence by following the OECD Guidance Framework on
Conflict Minerals, including surveying suppliers and collecting data.
Medtronic supports and works to comply with regulations as detailed
in our Conflict Minerals Policy.
SUPPLIER DIVERSITY
Medtronic is committed to partnering with a diverse group of suppliers.
Our Supplier Diversity Policy, endorsed by Omar Ishrak, includes small
businesses and those owned by women, minorities, and veterans. In
FY2016, approximately 30 percent of our supplier spend was directed
to small and diverse companies.
Our Supplier Diversity team, Supplier Diversity Steering Committee,
and executive management team oversee our Supplier Diversity
program. We advance inclusive sourcing practices through employee
training, business unit annual plans, and sponsorship of organizations
that develop and promote small and diverse suppliers. As of FY2016,
99 percent of Sourcing and Supply Chain Management teams had
completed Supplier Diversity eLearning training.
We also encourage our Tier 1 suppliers to track and report their own
spend with diverse suppliers.
Medtronic was named 2016 Corporation of the Year from the North
Central Minority Supplier Development Council.
Responsible Sourcing | 33
U.S. DIVERSE SUPPLY CHAIN SPEND BY CATEGORY ($ MILLIONS)*
FY2012 FY2013 FY2014 FY2015 FY2016**
$ % U.S. $ % U.S. $ % U.S. $ % U.S. $ % U.S.
SPEND SPEND SPEND SPEND SPEND SPEND SPEND SPEND SPEND SPEND
Small Business $1,191.3 27.9% $1,175 28.9% $1,069 30.7% $1,102 29.9% $2,122.9 32.5%
Veteran-Owned Business $45.2 1.1% $35.4 0.9% $42.9 1.0% $49.7 1.4% $82.6 1.3%
Minority-Owned $108.3 2.5% $106.6 2.6% $131.4 3.8% $149.0 4.0% $192.8 3.0%
Business Enterprise
Women-Owned $167.1 3.9% $166 4.1% $74.2 2.1% $83.1 2.3% $123.7 1.9%
Business Enterprise
*The diversity table includes only U.S. addressable spend. For FY2016, addressable spend was approximately $6.5 billion. Exclusions from this total: employee-related benefits, health insurance,
taxes, royalties, and others.
**FY2016 data reflects the Covidien acquisition.

Responsible Sourcing | 34
ETHICS IN SALES
AND MARKETING
Guiding Policies and Principles
Global Business Conduct
Standards Policy, including
our Anti-Corruption Policy
and Global Conflicts of
Interest Policy
Code of Conduct
Code of Ethics for Senior
Financial Officers
Code of Business Conduct
and Ethics for Members of
the Board of Directors
Medtronic Donations
U.S. Patient Privacy Principles
Our credibility as a healthcare industry leader is inseparable from our business success. Our ethical approach
to business underpins the trust of our many stakeholders, including customers, patients, industry partners,
healthcare providers, investors, regulators, governments, and employees. We are committed to being transparent
about our products, services, and practices, honest in our marketing and communications, and diligent in
preventing corruption. We are committed to marketing and promoting our products and therapies clearly, fairly,
and lawfully.
ETHICAL BUSINESS CONDUCT
Our business operations and marketing are guided by the Medtronic Code of Conduct and related policies and
principles. Together, these inform our ethical conduct, interactions with healthcare professionals, and how
we market our products to customers. The Office of Ethics and Compliance (OEC) oversees, monitors, and
implements all ethics- and compliance-related obligations, policies, and programs.
Countering corruption
Corruption and conflicts of interest in sales interactions between our employees and healthcare personnel is an
ongoing risk and a sector-wide challenge.
Employees must comply with our Global Anti-Corruption Policy (ACP), Global Business Conduct Standards (BCS),
and all applicable external laws, regulations, policies, and procedures. On an annual basis, employees receive
training on the Medtronic Code of Conduct, which reinforces the expectation that all employees must comply with
anti-corruption laws, regulations, policies, and procedures. Customer-facing employees benefit from mandatory
in-depth anti-corruption training. Existing customer-facing employees must complete anti-corruption training
biennially; some business groups and locations receive more frequent instruction. Additionally, we require that all
new employees in customer-facing and other select roles including senior leaders receive anti-corruption
training. Medtronic employs the equivalent of 223 full-time experts to support global anti-corruption compliance.
Medtronic distributors, dealers, and certain other third parties also undergo anti-corruption training. We maintain
a distributor compliance program to support and monitor those working on our behalf. This includes:
Conducting due diligence on distributors for potential corruption issues prior to entering or renewing a contract.
Including terms in our distributor contracts that require the implementation of anti-corruption programs.
These include: adopting compliance policies and conducting training on those policies; agreeing to be audited
or monitored by Medtronic or a third party for compliance with our program requirements; maintaining accurate
books and records; and complying with local and global anti-corruption laws.
Ethics in Sales and Marketing | 35
In some markets, Medtronic accelerates growth by increasing our direct
sales infrastructure and reducing reliance on third-party distributors.
This also reduces corruption risk and provides better customer service.
Medtronic continues to look for ways to transform our global sales
organization to have more direct interaction with our customers and
reduce dependence on the use of third parties for certain activities.
Medtronic also engages in frequent dialogue with U. S. and other global
anti-corruption regulators regarding market and company challenges
in this space, and employs several former U.S. Department of Justice
prosecutors in key leadership roles and with expertise in
anti-corruption and investigation efforts.
In FY2016, Medtronic did not enter into any settlements with or pay any
fines to the United States or any other national government related to
noncompliance with anti-corruption laws.
COUNTERING CORRUPTION
FY2015* FY2016
Employees Supporting Anti-Corruption Efforts 223 223
(Full-Time Employee Equivalents)
Third-Party Distributors Receiving 87% 88%
Anti-Corruption Training
Third-Party Distributors Receiving On-site Monitoring 15% 12%
*FY2015 data does not include legacy Covidien operations.
Responsible marketing to customers and patients
Medtronic strives to be the most trusted partner in our industry. This
commitment is reflected in how we promote our products, services,
and therapies to our customers and patients honestly, factually,
and with a clear explanation of intended use. Each Medtronic business
unit is responsible for ensuring accurate and appropriate product
promotion and full compliance with all relevant industry guidelines
and government regulations. When marketing directly to healthcare
providers, as in the United States, we follow our internal Code of
Conduct and AdvaMeds voluntary Code of Ethics on Interactions with
Health Care Professionals.
Our corporate and business-level policies prohibit unlawful promotion
of products for off-label uses. To prevent promotion of off-label use, we
provide ongoing education for employees who interact with healthcare
professionals. We routinely review our policies to ensure effectiveness.
For example, in FY2016, we updated our U.S. policy prohibiting promotion
of products for off-label uses to enhance and clarify policy requirements.
In support of the updated policy, Medtronic redesigned and launched
new training for employees and for external faculty training on behalf
of Medtronic. We also conduct structured risk assessments related to
off-label use for approved or cleared products and therapies, and monitor
compliance with our policies.
Medtronic adheres to appropriate marketing communications practices
in line with external regulations and internal expectations and has
a comprehensive compliance program in place. In FY2016, we tested
and monitored approximately 140,000 transactions for a variety of risks
including sales- and marketing-related risks, of which 99.97 percent met
internal expectations. The number of transactions tested in FY2016
increased considerably due to the addition of Covidien, and expansion of
the types of business transactions tested.
Globally in FY2016, the company was not subject to any fines or
settlements regarding the improper marketing or sales of products.
RESPONSIBLE MARKETING TO CUSTOMERS AND PATIENTS
FY2015* FY2016
Number of Fines or Settlements Related to 2 0
Improper Marketing or Sales of Products
Marketing and Sales Employees Trained in 13,944 14,409
Product Promotion
Transactions Monitored and Tested for Sales 50,000 140,000
and Marketing Risks
*FY2015 data does not include legacy Covidien operations.
Ethics in Sales and Marketing | 36
Ethical partnerships with healthcare professionals
Our close working relationships with physicians, healthcare professionals,
and consultants drive the innovations that improve patient outcomes. We
collaborate on physician training, product development, consultation, and
clinical research. To foster trust and eliminate any potential for conflicts of
interest in these relationships, our employees follow internal guiding principles
for physician collaboration rooted in the overall benefit to patients.
Medtronic fully supports industry initiatives to make payments to healthcare
professionals publicly available. Where required by law, such as in the United
States, we disclose payments made by our business groups to physicians
and teaching hospitals. This information is published on the U.S. Centers for
Medicare and Medicaid Services (CMS) Open Payments website. In addition,
we fully comply with related regulatory reporting requirements.
For more information on our approach to physician collaboration, please see
our website.

CUSTOMER AND PRODUCT SECURITY

Our customers rely on us to keep their data safe and secure, and their medical
devices functioning as intended. To meet this expectation, we continually work
to strengthen our procedures, programs, and technologies.
The Global Privacy and Security Office and Security Steering Committee
oversee our security framework, including all relevant practices, policies,
procedures, and partnerships. In FY2015, Medtronic formally approved a
companywide Global Product Security Policy to strengthen our efforts to
keep all products and therapies safe from threats, including cyber-threats.
In FY2016, we hired a third-party expert to assess gaps in compliance with
this policy across each business unit. We are currently acting to resolve the
gaps identified.
Medtronic employees are a critical line of defense. We provide mandatory
training for employees who handle or have access to sensitive patient or
customer data.
Medtronic maintains best practices and ensures that we meet or exceed
external standards by engaging with outside organizations and experts.
These include the National Health Information Sharing and Analysis Center,
the Medical Device Innovation Safety and Security Consortium, and privacy
regulators. In the past year, we also provided content, commentary, and
feedback on newly developing product security standards in the United States
and globally. Examples included new standards developed by the Association
for the Advancement of Medical Instrumentation, the National Institute of
Standards and Technology, and the FDA.
Ethics in Sales and Marketing | 37
WORKING
RESPONSIBLY:
OUR COMPANY
GOVERNANCE
AND ENGAGEMENT

Board Committees Medtronic is committed to conducting business the right way, all the time. Every Medtronic employee has a role to
Audit play and our efforts are united by executive leadership. The Medtronic board and CEO are tasked with embedding
a culture of ethics, integrity, and strong governance, and they lead by example.
Compensation
Nominating and
We recognize that to meet our industrys challenges and support our Mission, we can go further if we collaborate.
Corporate Governance We engage governments and other stakeholders to drive meaningful change across the global healthcare system.
Finance CORPORATE GOVERNANCE
Quality and Technology Our business success is built on a foundation of strong corporate governance and transparency. The Medtronic
To learn more about committee board of directors and executive leadership establish and oversee rigorous corporate policies and procedures that
charters and membership, support our Mission and safeguard our company and the interests of our shareholders.
please visit our website.
Board of directors
The Medtronic board of directors comprises 13 members, including our chairman and CEO, Omar Ishrak. Five
standing committees of independent directors oversee our business operations.
Diverse board leadership reflects the needs of our wide-ranging stakeholders, including patients, partners,
employees, and our communities. More than 30 percent of our board members are women and more than
30 percent represent minority groups.
For more information, please visit our Corporate Governance website.
Executive compensation
To attract diverse and talented executives willing to challenge the status quo, we offer competitive benefits in
addition to cash and equity incentives. The board Compensation Committee evaluates, oversees, and approves
executive compensation. For more information on our compensation philosophy, please see our Proxy Statement.

ETHICAL WORKPLACE
Our board and CEO lead efforts to embed a culture of integrity across our business. We invest significant time
and resources into ethics and compliance systems, data analytics, and human resources management. To drive
continuous improvement, we look to industry best practices and other benchmarks to assess our performance,
consistently scoring in the top quartile by these measures.
Employees are accountable for compliance with our ethics policies and guidelines, and managers assess ethical
behavior during annual performance reviews. If an employee does not meet ethical expectations, recognition, in
the form of awards or monetary compensation, may be withheld.

Governance and Engagement | 39

Management approach
The Office of Ethics and Compliance (OEC) plays a role in our
commitment to meet legal, compliance, and ethical obligations, and
oversees, monitors, and implements all related policies and programs.
The Chief Ethics and Compliance Officer reports quarterly to the Audit
Committee and at least annually to the full board. OEC activities include:
Facilitating ethics training and running ethics program analytics
Maintaining the Medtronic Voice Your Concern Line and leading
investigations into alleged misconduct
Supporting compliance teams and leaders across the organization
Developing and monitoring programs and campaigns that increase
employees ethical awareness
Code of Conduct
Our global Code of Conduct underpins our ethics and compliance
program and our companys reputation for integrity. The Code guides
daily actions and interactions with internal and external stakeholders.
Employees and board members must certify their understanding of the
Code and all its requirements.
To ensure global awareness, we make the Code available in many
languages and build engagement through multilingual training for
new employees. Every year, Medtronic employees are retrained on
and expected to certify their understanding of the Code. In FY2016,
Medtronic held an Ethics and Compliance Integrity Week to reinforce
messages on ethical conduct and Code compliance. In total, employees
at sites in 71 countries received these messages in 17 languages.
CODE OF CONDUCT
FY2015*
Employees Receiving Code of Conduct Training 98%
and Certification
New Employees Receiving Code of Conduct 99%
Training and Certification
U.S. Employees Certified as Having Read and 100%
Understood the Code of Conduct
Employees Terminated for Ethical and 99**
Compliance-Related Infractions
*FY2015 data does not include legacy Covidien operations.
**Calendar year 2014.
***Calendar year 2015.
Reporting concerns
Medtronic employees can report questions or concerns about potential
legal or ethics violations directly to their managers, Human Resources,
Legal or Compliance representatives, the OEC, the Directors email
inbox, or the confidential Voice Your Concern Line. The OEC processes,
tracks, and oversees all reported concerns from investigation to
resolution. In FY2016, the OEC tracked 905 concerns.
Our annual employee engagement survey includes compliance-related
questions to measure employee confidence in how concerns are
reported and managed. Employees evaluate the company on three
ethical culture topics. The FY2016 survey found that:
80 percent of employees believe unethical behavior is not tolerated
at Medtronic.
78 percent of employees think unethical behavior prompts a quick
response from the organization.
77 percent of employees are willing to raise concerns without fear
of retaliation.
We use survey findings to identify ethical topics to highlight during
training and communication campaigns. We also use the survey results
with small groups of employees to identify and provide solutions
for ethical challenges at specific Medtronic locations. The first four
programs supporting these efforts launched in FY2016 and more than
30 are planned for FY2017.
In FY2017, we will conduct a dedicated compliance culture survey to
assess employee attitudes toward the companys management of this
business-critical issue.
FY2016
98%
99%
100%
125***
Governance and Engagement | 40
PUBLIC POLICY
Medtronic engages governments in support of public policies that
advance our business objectives and Mission. We advocate for policies
that enable therapy innovations, facilitate access to lifesaving devices,
generate economic value, and increase globalization.
Around the world, our Government Affairs and Regulatory Affairs
teams and other functions support efforts that improve access to
innovative care for patients and promote outcome-driven and
Value-based Healthcare.
Our teams focus on advocacy efforts that build care continuum
pathways, increase access to lifesaving therapies and technologies,
and streamline international regulatory practices.
We maintain active membership in numerous medical device trade
organizations globally, such as AdvaMed and MedTech Europe.
Medtronic complies with all relevant state and federal political
contribution disclosure laws.

STAKEHOLDER ENGAGEMENT
Medtronic actively engages a wide spectrum of stakeholders across
the healthcare system. Our daily collaborations advance the innovative
medical solutions necessary to improve patient outcomes and increase
global access to healthcare.
Stakeholders include: patients, physicians, hospital administrators,
advocacy groups, governments, nonprofits and nongovernmental
organizations, employees, suppliers, investors, shareholders,
regulators, and the communities where we operate.
Examples of how we engage these stakeholders are presented
throughout this report and on our website.

Governance and Engagement | 41

OPERATIONS
Medtronic is committed to conducting business in a safe and
environmentally sustainable way. In support of our Mission, we promote
the health of our employees, customers, community, and the planet.
Minimizing our impact is good for the environment and helps save
resources, resulting in cost savings across our business. We set ambitious
goals to measure our progress toward reducing our climate impact, water
use, and waste generation, and have already exceeded several of them.
OUR ENVIRONMENTAL, HEALTH, SAFETY,
AND SUSTAINABILITY APPROACH
We proactively manage environmental, health, safety, and sustainability
issues across our value chain to reduce our environmental impact
and address workplace hazards. In January 2015, the acquisition of
Covidien significantly increased our global footprint, adding more
than 100 facilities worldwide. In FY2016, Medtronic introduced a new
Global Environmental Health and Safety (EHS) Policy, combining the
operational best practices of legacy Medtronic and Covidien. Guided by
our Mission and Code of Conduct, our EHS Policy requires that we:
Comply with applicable laws, regulations, and corporate and
industry standards.
Establish EHS goals and targets to measure and continually
improve our performance.
Integrate EHS into business decisions.
Minimize our impact on the environment.
Create a safe and healthy workplace.
Communicate our policy to stakeholders.
In FY2016, Medtronic also introduced a new corporate EHS&S team,
which oversees EHS&S governance, programs, systems, and talent for
all businesses and regions.
The corporate EHS&S team leads four program offices:
Environmental Management
Health and Safety and EHS Compliance
Sustainability
Environmental Remediation
Four regional EHS directors coordinate with EHS representatives
throughout the company to support program management and ensure
compliance with all relevant regulations. The directors oversee the
following regions:
Americas
Asia Pacific
China
Europe, Middle East, and Africa
In May 2016, Medtronic established a Sustainability Steering Committee
to develop and oversee sustainable business strategies. The committee
comprises executive-level leaders in sustainability priority areas. For more
information, see Sustainability Risks and Opportunities.
To expand and report on our internal EHS&S management commitments,
we participate in the CDP and the U.S. Environmental Protection Agencys
(EPA) SmartWay Transportation Partnership and Energy Star Program.
Operations | 42
Site management standards 2020 ENVIRONMENTAL PERFORMANCE GOALS*
Every Medtronic facility must meet rigorous EHS&S standards that go FY2013 FY2014 FY2015 FY2016 % CHANGE 2020
beyond many country regulations. In some cases, we require sites to (BASELINE) FY 2013 TO GOAL
implement an EHS&S management system based on ISO 14001 and FY 2016
OHSAS 18001 standards. We conduct internal EHS&S audits across our
Non-Regulated 1,950 1,924 1,854 1,635 -16% -15%
major factories and offices worldwide to ensure compliance with both Waste
internal and external obligations and regulations. (Metric Tons/$
Many of our facilities with higher potential for EHS&S risks have received Billion Revenue)
formal certification to ISO 14001 and OHSAS 18001. Regulated Waste 90 98 98 101 +12% -10%
(Metric Tons/$
CERTIFIED MEDTRONIC FACILITIES
Billion Revenue)
EHS&S MANAGEMENT # OF % OF TOTAL # OF FACILITIES Energy Use 51.3 50.5 47.7 42.4 -17% -15%
SYSTEMS STANDARD CERTIFIED MANUFACTURING WORKING TOWARD (MWh/$ Million
FACILITIES FACILITIES CERTIFICATION Revenue)
ISO 14001 27 24% 4 GHG Emissions 20.0 19.6 18.5 16.0 -20% -15%
OHSAS 18001 8 10% 0 (Metric Tons/$
Million Revenue)

OPERATIONAL FOOTPRINT
Our environmental performance priorities are to reduce waste, water,
energy, and greenhouse gas (GHG) emissions intensity across our global
operations. In FY2013, we set ambitious 2020 Environmental Performance
Goals for each of these areas to underscore our commitment. In FY2016,
even with the acquisition of Covidien, we made accelerated progress
toward these goals, surpassing the 2020 targets for non-regulated waste,
GHG emissions, and energy and water use as shown to the right.
Water Use 136 142 128 116 -15% -10%
(Cubic Meters/$
Million Revenue)
*All percentage reduction goals are based on a FY2013 baseline year recalculated to account for
Covidien acquisition in FY2015. All data reflects Medtronic and Covidien operations.
ENERGY USE AND GHG EMISSIONS
In recognition of global climate change concerns, we are working hard
to conserve energy and reduce GHG emissions across our facilities. The
majority of these emissions come from the use of electricity, natural
gas, liquefied petroleum gas, and fuel oil. In FY2016, we used 1.2 million
megawatt-hours (MWh) of energy, with corresponding GHG emissions of
about 462,000 metric tons (MT). The combined emissions performance
by legacy Medtronic and Covidien facilities met our goal to reduce our
energy use and GHG emissions by 15 percent by 2020 from a FY2013
baseline. Our energy conservation strategy focuses on best practice
energy conservation in the short and long term and on-site renewable
energy generation.

Operations | 43
Efficiency best practice MANAGING WASTE
Wherever feasible, our facilities use energy-efficient lighting, ventilation We strive to generate less waste in our operations through a variety of
systems, and equipment, as well as automated building controls. In innovative landfill diversion initiatives. These include: reducing production
FY2016, we implemented more than 50 energy conservation projects scrap rates, eliminating paper use, composting food waste in our
globally, including process efficiency, lighting upgrades, building cafeterias, and increasing recycling opportunities such as reclaiming raw
automation, and equipment upgrades as well as renewable energy materials used in our products.
installations. Each year, our energy conservation projects prevent an
In FY2016, our manufacturing facilities and office buildings generated
estimated 30,000 MT of GHG emissions and cut operating costs by
more than 47,000 MT of non-regulated office and cafeteria waste, and
approximately $5 million.
more than 900 MT of regulated waste. Of this, we recycled more than
Renewable energy 28,000 MT 56 percent of the total.
Medtronic generated 50,000 MWh of on-site renewable or clean energy During the year, we surpassed our 2020 goal to reduce non-regulated
from solar, cogeneration, and fuel cell technologies in FY2016 at five sites waste by 15 percent by 2020 compared to a FY2013 baseline. However,
in California, Ireland, Italy, Puerto Rico, and South Africa. During the year, we our regulated waste, which comprises less than 6 percent of our total
installed a 4.5 MW solar energy system at our Juncos, Puerto Rico, facility. waste generation and includes production-related metals and chemicals,
Additional sites are under evaluation for solar installations. increased by 12 percent from FY2013. To address this challenge, we will
identify and target specific processes and waste streams in a concerted
FY2016 performance
effort to reduce regulated waste in line with our 2020 goal.
ENERGY USE
In addition to day-to-day operational waste management, we manage
FY2012 FY2013 FY2014 FY2015 FY2016*
28 clean-up sites across the globe. This includes a former Medtronic
MWh 512,000 528,000 533,000 524,000 1,224,000 operating site in Maine where remediation and restoration work is
MWh/$ Million Revenue 31.6 31.9 31.3 29.6 42.4 underway. Most of our clean-up sites in the United States fall under the
*FY2016 data reflects January 2015 Covidien acquisition. Prior year data does not include Comprehensive Environmental Response, Compensation, and Liability Act
legacy Covidien operations. (CERCLA), also known as Superfund.
GHG EMISSIONS FY2016 performance
FY2012 FY2013 FY2014 FY2015 FY2016* NON-REGULATED WASTE
Metric Tons 242,000 199,000 200,000 197,000 462,000 FY2012 FY2013 FY2014 FY2015 FY2016*
Metric Tons/$ Million 14.9 12.0 11.8 11.1 16.0 Metric Tons 12,914 12,806** 12,950** 12,998** 47,145
Revenue
Metric Tons/ 798 772 762 734** 1,635
*FY2016 data reflects January 2015 Covidien acquisition. Prior year data does not include
legacy Covidien operations.
$ Billion Revenue
*FY2016 data reflects January 2015 Covidien acquisition. Prior year data does not include legacy
FY2016 ENERGY AND COST SAVINGS Covidien operations.
**Restated from 2015 Integrated Report due to internal validation processes.
Energy Conservation Savings 45,000 MWh
Savings from Energy Rebates and Energy Cost Avoidance $4.7 million

Operations | 44
REGULATED WASTE
FY2012 FY2013 FY2014 FY2015 FY2016*
Metric Tons 1,576 1,651** 1,831** 1,912** 2,922
Metric Tons/$ Billion 97 99 108** 108** 101
Revenue
*FY2016 data reflects January 2015 Covidien acquisition. Prior year data does not include
legacy Covidien operations.
**Restated from 2015 Integrated Report due to internal validation processes.

RECYCLING
FY2012 FY2013 FY2014 FY2015 FY2016*
Metric Tons 7,745 7,806** 8,036 7,667** 28,207
% Recycled 53 54 54 51 56
*FY2016 data reflects January 2015 Covidien acquisition. Prior year data does not include
legacy Covidien operations.
**Restated from 2015 Integrated Report due to internal validation processes.

WATER
While our operations are not water intensive, we recognize the need
to promote water conservation. Our initiatives include improving
efficiencies in production line processes, installing landscape and
irrigation system updates, and upgrading heating and cooling systems.
In FY2016, our water use totaled close to 3.3 million cubic meters,
surpassing our 2020 water reduction goals by 5 percent from a
FY2013 baseline.

FY2016 performance
WATER USE
FY2012 FY2013 FY2014 FY2015 FY2016*
Cubic Meters 1,190,472 1,241,880** 1,326,452** 1,240,867** 3,334,349
Cubic Meters/$ 74 75 78** 70 116
Million Revenue
*FY2016 data reflects January 2015 Covidien acquisition. Prior year data does not include legacy
Covidien operations.
**Restated from 2015 Integrated Report due to internal validation processes.

Operations | 45
EMPLOYEES
Our ability to address the worlds most pressing medical challenges
and improve the lives of patients everywhere is a direct result of our
talented workforce. We are committed to advancing Tenet 5 of our
Mission, which is to recognize the personal worth of employees by
providing an employment framework that allows personal satisfaction
in work accomplished, security, advancement opportunity, and means
to share in the companys success. We work to create and support
an inclusive and diverse culture where the varied backgrounds and
experiences of our employees spur innovation. By engaging employees,
and advancing their personal and professional growth, we invest in our
companys future and the patients we serve.
GLOBAL WORKFORCE
A diverse, dedicated, and growing workforce supports our strategic
business priorities of therapy innovation, globalization, and economic
value. Our workforce nearly doubled following the acquisition of
Covidien in January 2015. In FY2016, Medtronic hired more than
16,000 new employees, 45 percent of which were female. Our turnover
rate during this time period was 16 percent. At the end of FY2016,
Medtronic employed more than 88,000 people,2 and operated in
160 countries.
A complete breakdown of our workforce, including new hires by region and
gender is located in the Data Summary at the end of this section.
INVESTING IN OUR WORKFORCE
To develop an exceptional, diverse, and collaborative workforce, we
continue to expand opportunities for learning and advancement. In
FY2016, we launched a Career Development for All framework to
give employees the tools to successfully navigate their careers at
Medtronic. We believe this comprehensive approach supports Tenet 5
of our Mission and will improve employee engagement, retention, and
ultimately, business results.
2 This total workforce number is in accordance with our 2016 10-K. Employee population
numbers may vary depending on the time of year in which data was gathered.
Performance management
To drive personal and professional growth, we expect employees to
participate in annual performance reviews. In FY2016, we enhanced our
procedures by:
Identifying four leadership expectations Shape, Engage, Innovate,
and Achieve to provide a common foundation for performance
management and development activities
Adding a Mid-Year Performance and Career Development
Conversation, based on feedback from our Employee Engagement
Survey, that focuses mainly on career aspirations and development
These new steps reinforce our commitment to developing and retaining
the world-class workforce we need to achieve our strategic priorities.
Learning and development
Employee learning begins on day one with most new employees
completing a virtual or in-person new employee orientation workshop.
New managers and leaders receive additional online orientation and
participate in leader-led onboarding activities.
Employees have the opportunity to participate in in-person programs
and workshops. In FY2016, more than 75 percent of employees took
advantage of development resources, including Career Development
for All workshops, webinars, and eLearning opportunities, as part of our
mid-year performance and career development conversations. Nearly
3,000 leaders attended leadership development programs offered by the
enterprise, groups, and regions.
Medtronic is working to harmonize and streamline its leadership
development programs in FY2017 to ensure that all leaders around the
world are consistently equipped with the foundational skills required to
be effective managers and developers of talent.
Employees | 46
In April 2016, Medtronic established a Leadership Advisory Panel
comprising 24 vice presidents from around the globe, representing
groups, regions, corporate functions, and employee network groups.
This panel was established to provide visible leadership and strategic
guidance on program prioritization, design, and development. The panel
participates in the communication, advocacy, and often the delivery of
key programs, and is led by Executive Committee members Geoff Martha
and Hooman Hakami, in partnership with Human Resources.
EMPLOYEE ENGAGEMENT
An engaged workforce is critical to business performance. Each year, our
Employee Engagement Survey elicits feedback on topics such as ethical
behavior, inclusion, and leadership and management performance.
In FY2016, more than 77,000 employees took the survey, a response
rate of 87 percent. The companys employee engagement score was 74
percent, well above the industry average of 65 percent. Seventy-seven
percent of respondents reported that they feel they belong at Medtronic,
a strong number given the recent integration with Covidien. Employees
cited areas for improvement including more opportunities to voice their
ideas and better career development for manufacturing employees.
Medtronic also conducts monthly pulse surveys distributed to 5,000
randomly selected employees. Leaders use business and organizational
key performance indicators measured in these surveys to make
improvements and better manage change.
INCLUSION AND DIVERSITY
Our commitment to fostering an inclusive working environment and
increasingly diverse workforce is good for business and aligns with our
values. We are committed to equal employment opportunity and to
growing our representation of women and ethnically diverse employees
at all levels and in all locations. Our Global Inclusion, Diversity, and
Engagement (GIDE) team leads these efforts.
Diversity networks
Medtronic has four Diversity Networks: the Global Medtronic Womens
Network, the African Descent Network, the Hispanic Descent Network,
and the Asian Descent Network. The Networks are designed to help
accelerate the advancement of women and ethnically diverse leaders, and
identify initiatives to improve healthcare for their respective populations.
Executive Committee members support the Networks, providing
momentum and enabling change across the organization.
The Medtronic leadership team is actively engaged in diversity initiatives
across the company. Our CEO is a strong advocate for inclusion and
diversity in the workplace, and regularly shares these views with
employees, customers, and stakeholders. He has also established an
operating mechanism and added rigor to monitoring inclusion and diversity
progress by conducting quarterly Diversity Reviews with the Network
leadership teams.
WORKFORCE DIVERSITY (RACE/ETHNICITY)
FY2012 FY2013 FY2014 FY2015 FY2016
Minority representation 28% 28% 29% 30% 33%
in the United States
excluding Puerto Rico
Employee Resource Groups
We also unite and empower employees through Employee Resource
Groups (ERGs). The ERGs are affinity groups that organize around
a common identity and partner with the GIDE team to support the
companys recruiting, development, and community involvement
efforts. The groups host events and activities to provide career
development and networking opportunities for their members.
Our PRIDE (LGBTQA3) ERG plays a leading role in creating and
maintaining an inclusive culture. For the seventh consecutive year,
Medtronic received a perfect score on the Human Rights Campaign
Corporate Equality Index in FY2016.
Creating opportunities for women
Gender balance remains a priority for Medtronic. Currently, women
make up 49 percent of our total workforce and 33 percent of
management positions or higher.
The Medtronic Womens Network supports our GIDE office in
improving our ability to attract, develop, retain, and advance women
employees. FY2016 marked the Networks first signature event, a
two-day conference in Minnesota for approximately 800 Medtronic
employees focused on community-building and skills development.
3 Lesbian, gay, bisexual, transgender, and queer employees and their allies
Employees | 47
EMPLOYEE COMPENSATION Establishing a safe driving program
Our compensation package is competitive and determined by industry and Accelerating global employee training on environmental, health, and
local market standards, our companys overall performance, and individual safety requirements
accomplishments. For information on executive compensation, see
FY2016 saw noticeable improvement in our safety record. The employee
Governance and Engagement.
incident rate fell by 10 percent over FY2015, and the employee lost/
We are also committed to offering retirement, health, and other benefits restricted workday case rate decreased by 4 percent over FY2015
that are: (see table). No work-related fatalities occurred.
Flexible, so employees can choose benefits that meet their needs As a healthcare company, Medtronic is deeply committed to the health
Affordable for employees and the company and happiness of our employees. We invest in global wellness programs
that contribute to employees physical, emotional, social, and financial
Competitive for our industry and attractive to current and
well-being. In FY2016, 50,700 employees, approximately 57 percent of our
future employees
workforce, participated in the program, Healthier Together.
A valuable and important part of an employees total rewards package
SAFETY RECORD
Benefits vary by country and comply with all relevant national regulations.
FY2012 FY2013 FY2014 FY2015 FY2016
Employees receive benefit information through in-person presentations,
AskHR support, on-demand web-based tools, and our virtual, interactive Employee Injury 1.05 1.03 0.87 0.50 0.45
benefit counselor, Alex. Incident Rate1,3

Typical benefits include: Employee Lost/Restricted 0.47 0.45 0.39 0.23 0.22
Workday Case Rate2,3
Health, dental, and vision coverage for employees and 1
The number of work-related injuries or illnesses serious enough to require treatment beyond
eligible dependents first aid, per 100 employees working a full year.
2
The number of work-related injuries or illnesses serious enough to cause an employee to miss
Life and disability insurance one or more workdays or to have one or more workdays of restricted duty, per 100 employees
working a full year.
Paid time off and leaves of absence FY2015 and FY2016 data include both legacy Medtronic and legacy Covidien employees.
Retirement plans
HEALTHIER TOGETHER
Employee stock purchase program, offering stock at a
FY2012 FY2013 FY2014 FY2015 FY2016
15 percent discount
Countries with 12 19 43 43 65
Recognition Program Access
Our global Recognize! program empowers managers and employees to Employees with 82% 85% 98% 98% 100%
reward colleagues who model behavior that meets the high expectations Program Access
grounded in our patient-centered Mission. In FY2016, we recognized
Employees Registered on - - - - 50,769
more than 50,000 employees through this program, including 1,711 for the Wellness Platform1
outstanding ethical behavior. 1
Historical participation rates were based on questionnaires that are no longer used.
Employee participation is now measured by registration on the wellness platform. Historical
SAFETY AND WELLNESS data has been removed.
Employee safety is a top priority at Medtronic. In FY2013, we established
2020 health and safety improvement goals which include:
Identifying injury trends and reducing injury risk
Reducing ergonomic-related injury rates
Employees | 48
DATA SUMMARY
MEDTRONIC GLOBAL WORKFORCE1,2
FY2012 FY2013 FY2014 FY2015 FY20163
Total 42,471 43,091 43,707 46,368 90,549
Female 20,824 21,148 21,468 22,657 44,371
Asia-Pacific 3,465 4,053 4,470 4,950 12,363
Female 1,549 1,754 1,959 2,169 5,381
Canada 734 749 738 792 1,544
Female 451 474 462 495 900
Europe/Central Asia/Middle East/Africa 9,229 9,126 9,270 9,754 17,820
Female 4,798 4,875 4,944 5,069 9,149
Latin America 2,972 3,064 3,302 3,786 16,425
Female 2,172 2,201 2,357 2,628 10,019
U.S. and Puerto Rico 26,071 26,099 25,927 27,086 42,397
Female 11,854 11,844 11,746 12,296 18,922
1
FY2015FY2012 does not include legacy Covidien employees.
2
Employee population data expressed here may vary from our 2016 10-K form depending on the time of year when the data was gathered.
3
595 records do not specify gender.

EMPLOYMENT TYPE1,2
FY2016
Support staff 40,213
Female 23,972
Professional 39,268
Female 16,733
Management3 9,313
Female 3,109
VPs and higher 498
Female 117
1
Employee population data expressed here may vary from our 2016 10-K form depending on the
time of year when the data was gathered.
2
1,257 employees do not have a job category designation.
3
Management = managers, senior managers, directors, and senior directors.

Employees | 49
GLOBAL FULL-TIME1,2
FY2012 FY2013 FY2014 FY2015 FY20163, 5
Total 41,293 41,895 42,497 45,084 88,520
30 and under 7,464 6,950 7,065 7,967 18,043
3150 26,570 27,076 27,299 28,341 52,891
51 and above 7,259 7,869 8,133 8,776 16,546
Female 4
19,767 20,066 20,371 21,530 42,687
Asia-Pacific 1,492 1,694 1,900 2,113 5,299
Canada 444 465 456 484 896
Europe/Central Asia/Middle East/Africa 4,000 4,054 4,099 4,192 7,939
Latin America 2,172 2,201 2,357 2,628 10,013
U.S. and Puerto Rico 11,659 11,652 11,559 12,113 18,540
1
FY2015FY2012 does not include legacy Covidien employees.
2
Employee population data expressed here may vary from our 2016 10-K form depending on the time of year when the data was gathered.
3
1,041 records have values out of bounds and are not included in age breaks.
4
Numbers by region are based on female employees only.
5
595 records do not specify gender.

GLOBAL PART-TIME1,2
FY2012 FY2013 FY2014 FY2015 FY20163, 5
Total 1,177 1,196 1,210 1,284 2,029
30 and under 94 73 71 66 228
3150 897 924 937 985 1,373
51 and above 186 199 202 233 427
Female 4
1,057 1,082 1,097 1,127 1,684
Asia-Pacific 57 60 59 56 82
Canada 7 9 6 11 4
Europe/Central
798 821 845 877 1,210
Asia/Middle East/Africa
Latin America 0 0 0 0 6
U.S. and Puerto Rico 195 192 187 183 382
1
FY2015FY2012 does not include legacy Covidien employees.
2
Employee population data expressed here may vary from our 2016 10-K form depending on the time of year when the data was gathered.
3
1,041 records have values out of bounds and are not included in age breaks.
4
Numbers by region are based on female employees only.
5
595 records do not specify gender.

Employees | 50
NEW EMPLOYEE HIRES1,2
FY2012 FY2013 FY2014 FY2015 FY20164,5
Total 3
4,784 4,581 4,699 5,407 16,026
30 and under 2,001 1,736 1,959 2,384 7,344
3150 2,501 2,521 2,450 2,702 6,673
51 and above 282 324 290 321 867
Female 6
2,462 2,255 2,302 2,574 7,266
Asia-Pacific 413 463 394 431 1,189
Canada 32 59 24 29 132
Europe/Central Asia/Middle East/Africa 354 336 420 440 1,255
Latin America 509 295 360 255 2,027
U.S. and Puerto Rico 1,154 1,102 1,104 1,419 2,663
1
FY2015FY2012 does not include legacy Covidien employees.
2
Employee population data expressed here may vary from our 2016 10-K form depending on the time of year when the data was gathered.
3
Fiscal years 20122015 did not include employees who were hired and terminated within the same year.
4
1,142 records have values out of bounds (e.g., age=0).
5
672 records do not specify gender.
6
Numbers by region are based on female employees only.

Employees | 51
ABOUT
THIS REPORT
This is our third annual Integrated Performance Report, which includes
both financial and nonfinancial information. Our reporting reflects the
way we do business, combining social, environmental, ethical, and
financial performance.
The Report was prepared in accordance with the G4 Core guidelines
of the Global Reporting Initiative (GRI), the worlds most recognized
framework for sustainability reporting. It also references points
of interest as determined by the Sustainability Accounting Board
Standards (SASB) for Medical Equipment and Supplies and the Dow
Jones Sustainability Index questionnaire.
Unless otherwise stated, all performance data covers our fiscal
year 2016 (FY2016) from Apr. 25, 2015, through Apr. 29, 2016. Our
last integrated report, which covered FY2015, was published in
November 2015.
This report includes data from Medtronic plc and all of its consolidated
subsidiaries. Financial and nonfinancial data from Covidien plc, acquired
by Medtronic in January 2015, is fully incorporated in all FY2016
disclosures unless otherwise stated. FY2015 financial reporting (and
our FY2015 Form 10-K) includes Covidiens fourth quarter performance
and results. Except where otherwise noted, Covidiens FY2015
nonfinancial performance data has not been integrated in this years
report. All data reported is best estimates. Some entity data has been
excluded from the report because it is believed to be not significant
(<10 percent effect on overall data). Data exclusions are noted
throughout the report.
All financial information is reported in U.S. dollars. Environmental,
health, and safety data is from our manufacturing and research and
development facilities.
Any forward-looking statements are subject to risks and uncertainties
such as those described in our periodic reports on file with the
Securities and Exchange Commission. Actual results may differ
materially from anticipated results.
For additional business and sustainability information, please refer to
our SEC filings, including Form 10-K, Proxy filings, press releases, and
our CDP disclosure.
Medtronic has not sought independent verification of this report but
has practices in place to internally validate the data.
The integrated reporting index that follows highlights some of the
most important ways that our business success is tied to our social,
environmental, and ethical performance, and provides page references
for more information.
We want to hear from all our stakeholders. To provide feedback
or request additional information, please email
integratedreport@medtronic.com.
About This Report | 52
MEDTRONIC 2016
INTEGRATION INDEX

Integrated reporting at Medtronic Access Exploring Value-based Healthcare models to share

We believe that our integrated report provides a comprehensive accountability, improve clinical outcomes, and align
overview of Medtronic. It reflects how we operate, considering value across healthcare systems
the social and environmental factors and impacts. This Integration Access Expanding our managed services businesses to
Index highlights some of the most important ways that our social, improve efficiency and quality of care
environmental, and ethical performance is tied to our business success.
Access Addressing affordability through a variety
of pricing models and product donations
SECTION INTEGRATION FEATURE Access Developing new business models to address local
healthcare needs around the world
Sustainability Risks Sustainability risk management
and Opportunities Product Quality Quality imperatives support business strategy
Sustainability Risks Business continuity risk management Product Quality Enhancing post-market surveillance to improve
and Opportunities patient outcomes
Sustainability Risks Meeting customer expectations through Product Quality Product-related regulatory actions
and Opportunities sustainability performance Product Quality High ethical standards for animal research
Sustainability Risks Responding to investor requirements Product Reducing waste and saving costs across the
and Opportunities Stewardship value chain
Economic Driving revenue growth in emerging markets Responsible Supplier quality management to avoid errors that
Contributions Sourcing can affect patient health and damage reputation
to Society
Responsible Advancing inclusive sourcing practices through
Economic Supporting local communities through Sourcing training, strategic planning, and supporting
Contributions operating costs diverse suppliers
to Society
Ethics in Sales Reducing risk in distribution channels
Economic Aligning business with healthcare needs through and Marketing
Contributions strategic acquisitions
Ethics in Sales Protecting patient privacy and health data
to Society
and Marketing
Economic Philanthropy as a percentage of pre-tax profits
Governance and Assessing ethical behavior in performance reviews
Contributions
Engagement
to Society
Operations Environmental, Health, Safety, and Sustainability
Access Meeting unserved medical needs and treating
(EHS&S) management to improve operational
conditions more effectively through R&D, clinical
efficiencies and save costs
trials, and innovative new products and therapies
Employees Building a diverse and inclusive workforce
Medtronic 2016 Integration Index | 53